LIBRARY 


UNIVERSITY  OF  CALIFORNIA. 


Class 


HOW   TO    BE    A    FIRST   CLASS 

TRAINMASTER 


THREE  PRIZE  ARTICLES  AND 
SELECTIONS  FROM  FIFTEEN 
COMPETITORS'  ARTICLES  ON 
THE  EMPLOYMENT,  INSTRUC- 
TION AND  DISCIPLINE  OF  MEN 
AND  THE  OTHER  DUTIES  OF  A 
FIRST  CLASS  TRAINMASTER 


PRICE  50  CENTS    :   $4.00  PER  DOZEN 


1909 


PUBLISHED    AND    FOR    SALE   BY 

THE    RAILROAD  AGE   GAZETTE 

83  FULTON  STREET,  NEW  YORK 


On  May  7,  1909,  the  Railroad  Age  Gazette  offered  a  premium  of  $75 
for  the  best  article,  and  a  second  prize  of  $50  for  the  second  best  arti- 
cle written  by  a  trainmaster  of  at  least  one  year's  experience  in  that 
position  within  the  past  three  years.  In  this  competition  there  were 
contestants  from  25  different  railways.  The  final  selection  was  left  to 
Mr.  Besler,  vice-president  and  general  manager  of  the  Central  Railroad 
of  New  Jersey,  and  Mr.  Harahan,  assistant  to  the  president  of  the  Erie 
Railroad.  It  would  not  be  easy  to  find  railway  officers  more  capable. 

They  cordially  agreed  in  awarding  the  first  prize  to  C.  B\  Wildman, 
trainmaster  of  the  St.  Louis,  Iron  Mountain  &  Southern,  at  Van  Buren, 
Ark.  They  disagreed,  however,  as  to  the  contestant  entitled  to  second 
place.  The  cause  of  this  disagreement  is  in  itself  interesting.  One  of 
the  articles  is  a  scholarly  statement  of  the  general  principles  and  rules 
applicable  to  the  trainmaster's  duties.  The  other  is  a  highly  interest- 
ing statement  of  the  difficulties  met  and  overcome  in  the  writer's  own 
experience.  When  these  doctors  so  disagreed  it  seemed  to  be  the  editor's 
plain  duty  to  recognize  the  value  of  both  Mr.  Harahan's  and  Mr.  Bes- 
ler's  judgment  by  paying  an  additional  second  premium,  making  no  dis- 
tinction in  the  rating  of  the  two  papers.  The  trainmaster's  duties  in- 
volved so  many  subjects  that  no  one  of  the  papers  has  dealt  with  all  of 
them,  and  a  composite  chapter  is  made  of  the  good  points  discussed  by 
the  other  contestants. 

It  is  generally  true  that  the  man  with  a  capacity  for  being  the  head 
of  any  department,  with  power  of  growing  and  earning  promotion  can 
make  a  clearly  understandable  statement  both  of  the  scope  and  of  the 
details  of  his  job.  Reading  these  papers  also  gives  one  a  greater  respect 
for  the  trainmaster,  the  man  of  many  functions  ;  the  eye  of  the  super- 
intendent, as  he  is  sometimes  called. 

Taken  altogether  these  chapters  seem  to  be  a  practical  handbook  on 
the  art  of  Instruction  and  Discipline. 


\  >*-r*-*-*l^ 
or  THE      • 

'VERSITY  I 


HOW  TO   BE  A   FIRST-CLASS  TRAINMASTER. 

FIBST    PRIZE    ARTICLE. 

BY   C.  B.   WILDMAN, 

Trainmaster  of  the  St.  Louis,  Iron  Mountain  &  Southern,  Van  Buren, 

Ark.* 

I  believe  the  first  duty  of  a  trainmaster  to  be  that  of  loyalty 
to  his  superior  officers  and  to  the  company  which  employs 
him,  for  without  such  loyalty  he  cannot  be  successful.  No 
matter  how  well  qualified  he  may  be  for  the  position,  regard- 
less of  his  ability  as  a  practical  railway  man,  if  in  his  heart 
there  is  not  a  feeling  of  absolute  loyalty  toward  his  company 
and  his  superior  officers,  he  is  short  a  valuable  asset,  that  may 
eventually  prove  his  downfall.  With  loyalty  must  be  included 
truthfulness,  not  only  from  a  moral  standpoint,  but  from  the 
fact  that  truth  begets  confidence,  and  once  the  trainmaster 
has  lost  or  shaken  the  confidence  of  his  employer,  he  is  to 
be  congratulated  if  he  ever  regains  it. 

As  the  superintendent  is  the  head  of  the  division,  so  the 
trainmaster  is  his  right-hand  man,  often  representing  him.  As 
such  he  should  be  careful  of  his  personal  appearance,  bearing 
in  mind  that  as  the  representative  of  the  superintendent  he 
would  come  in  contact  with  the  public  in  such  a  way  that  a 
good  personal  appearance  might,  and  in  all  probability  would, 
often  result  advantageously  to  the  company.  He  should  en- 
deavor so  far  as  possible  to  closely  acquaint  himself  with 
the  superintendent's  ideas  and  methods  of  doing  business,  and 
as  far  as  practicable  conform  to  those  methods. 

The  trainmaster  should  keep  in  close  touch  with  affairs  on 
his  territory  and  should  be  careful  to  communicate  to  the 
superintendent  all  information  that  might  prove  to  be  of  ad- 
vantage or  interest  to  him.  In  other  words,  he  should  keep 
the  superintendent  thoroughly  posted  on  the  little  things  as 
well  as  the  more  important  matters,  as  it  is  often  the  minor 
things  that  develop  into  the  important  ones.  This  can  usually 
be  accomplished  by  the  trainmaster  having  access  to  the 
superintendent's  office;  but  in  case  the  superintendent  is  not 
easy  to  approach,  or  the  trainmaster  does  not  feel  at  liberty  to 
speak  freely  and  unreservedly,  good  results  may  be  obtained 
by  writing  the  superintendent  a  weekly  letter,  setting  forth 

*Mr.  Wildman  was  born  in  Illinois  and  has  been  in  the  railway  ser- 
vice 26  years.  He  was  night  operator  when  he  was  14  years  old.  He 
served  as  agent  and  operator  on  the  Alton  and  on  two  other  roads  in 
Illinois,  and  as  operator  and  despatcher  on  the  Santa  Fe.  the  Northern 
Pacific,  the  Missouri,  Kansas  &  Te^as,  the  Chicago  &  Alton,  and  the 
Missouri  Pacific.  For  the  last  four  years  he  has  been  trainmaster  on 
the  Missouri  Pacific  or  its  controlled  lines,  and  is  now  trainmaster  at 
Van  Buren,  Ark. 


190596 


2      HOW  TO  BE  A  FIRST-CLASS  TRAINMASTER. 

in  a  brief,  concise  manner  the  week's  happenings.  This 
should  be  a  newsy  letter,  but  care  should  be  taken  to  make  it 
as  brief  as  consistent  with  the  disclosures  he  has  to  make. 

Next  in  importance  is  the  handling  of  men.  A  trainmaster 
may  have  every  other  qualification  necessary  to  his  success, 
but  if  he  lack  tact  or  the  ability  to  properly  handle  men,  he  is 
more  or  less  of  a  failure.  He  must  be  able  to  inspire  the 
confidence  of  his  men  and  create  among  them  the  feeling  of 
fidelity  to  the  division  officers  and  to  the  company's  interests. 
On  such  a  feeling  depends  the  successful  operation  of  his  par- 
ticular division.  No  division  can  make  a  creditable  showing 
except  by  the  combined  efforts  of  the  officials  and  the  men. 

The  employing  of  men  should  have  the  trainmaster's  per- 
sonal attention.  Care  should  be  taken  to  employ  only  men  of 
good  habits  and  character,  and  of  sufficient  ability  to  fill  the 
requirements  of  the  position  for  which  they  are  selected.  He 
should  personally  inspect  all  applications  for  employment,  sat- 
isfy himself  that  the  applicant  is  of  legal  age,  and  cause  such 
investigation  to  be  made  of  his  past  record  as  will  effectually 
establish  his  right  to  be  employed  or  rejected.  He  should  be 
kind  and  considerate,  courteous  and  obliging,  but  always  fair 
and  firm,  ever  bearing  in  mind  the  differences  in  the  mental 
and  physical  capacity  of  different  men.  He  should  always 
try  to  grant  to  a  worthy  employee  any  reasonable  request  if 
within  his  power  to  do  so.  He  should  study  the  character  and 
the  habits  of  his  men  and  seek  to  become  reasonably  familiar 
with  their  manner  of  spending  their  time  when  not  engaged 
in  the  service  of  the  company.  It  does  no  harm  for  a  train- 
master to  occasionally  inquire  after  the  welfare  of  the  em- 
ployee's family.  If  it  becomes  necessary  to  reprimand  an 
employee  it  should  be  done  in  a  quiet,  gentlemanly  manner, 
and  not  in  the  presence  of  bystanders. 

Here  enters  the  question  of  enforcing  the  company's  rules 
and  the  duty  of  the  trainmaster  in  this  respect.  The  rules 
of  the  railway  company  are  largely  for  the  guidance  of  the 
employees  toward  safe  operation.  These  rules  are  carefully 
drafted  by  the  management  after  a  great  deal  of  thought  and 
consideration,  each  rule  covering  its  own  particular  point.  The 
trainmaster  should  carefully  impress  upon  the  minds  of  the 
employees  the  extreme  importance  of  a  strict  observance  of 
all  rules.  More  than  ordinary  attention  should  be  given  to 
those  rules  which  directly  affect  the  safety  of  the  public,  the 
employees,  and  the  company's  property,  but  the  violation  of 
any  rule,  of  whatever  significance,  should  never  pass  un- 
noticed by  the  trainmaster.  In  other  words,  he  should  never 
turn  his  back  or  "wink"  at  a  violation  of  a  rule,  no  matter 
how  insignificant  its  violation  might  seem  to  be.  It  is  by 
far  the  better  plan  to  use  every  precaution  to  prevent  the  vio- 
lation of  any  rule  rather  than  to  suffer  the  less  important  rules 


HOW  TO  BE  A  TRAINMASTER,  by  Wildman.        3 

to  be  violated  indiscriminately,  until  an  accident  occurs,  when 
some  drastic  action  must  be  taken  with  the  unfortunate  em- 
ployee, of  whom  an  example  must  be  made.  One  of  the  best 
methods  of  bringing  and  keeping  the  rules  before  the  em- 
ployee is  to  hold  monthly  or  semi-monthly  class  meetings  for 
the  discussion  of  rules.  It  is  an  easy  matter  to  convince  the 
men  that  these  meetings  are  not  for  the  purpose  of  criticizing 
their  actions  or  opinions,  but  to  bring  about  a  clearer  under- 
standing of  the  rules  and  to  impress  upon  them  the  impor- 
tance of  strict  compliance  with  the  same.  It  is  the  writer's 
experience  that  employees  will  speak  freely  and  many  good 
points  will  be  brought  out  for  the  betterment  of  the  service. 

As  a  railway  derives  its  principal  revenue  from  the  tonnage 
it  hauls,  it  is  of  course  incumbent  upon  the  trainmaster  to  see 
that  its  tonnage  or  revenue  is  protected.  He  should  carefully 
impress  upon  station  agents  and  managers  of  industries  the 
importance  of  loading  cars  to  their  capacity,  and  by  frequent 
personal  inspection  satisfy  himself  that  this  is  being  done. 
With  this  result  obtained,  it  is  essential  that  each  train  have 
its  full  tonnage  over  the  division.  With  the  cars  properly 
loaded  and  the  train  given  its  tonnage  according  to  the  ca- 
pacity of  the  engine,  there  is  little  to  be  desired  except  a  rea- 
sonably quick  movement  of  the  train  over  the  division.  In 
this  connection  the  trainmaster  should  know,  by  making  ton- 
nage tests  on  the  road,  that  each  engine  is  being  loaded  to  its 
capacity,  and  there  should  be  no  failure  to  handle  the  maxi- 
mum tonnage  at  least  one  way  over  the  district.  He  should 
never  lose  sight  of  the  fact  that  heavy  tonnage  with  the  least 
possible  mileage  is  necessary  to  successful  operation.  He 
should  impress  this  feature  upon  the  chief  despatcher  and  the 
despatchers,  and  by  frequent  personal  observation  satisfy 
himself  that  the  maximum  tonnage  is  being  handled. 

The  trainmaster  should  also  keep  in  close  touch  with  the 
engine  mileage,  that  is  the  mileage  of  each  engine,  to  see  that 
a  good  average  is  made  and  the  full  use  of  each  engine 
assured. 

I  believe  it  is  as  much  the  duty  of  the  trainmaster  as  it  is 
that  of  the  superintendent  to  know  at  all  times  the  number 
of  net  tons  per  train,  as  well  as  of  the  net  tons  per  train  mile, 
that  is  being  handled  over  his  territory.  This  information 
can  be  obtained  either  by  estimating  from  operating  sheets  of 
previous  periods,  or  by  actual  figures  compiled  from  the  wheel 
reports.  Conductors  may  be  requested  to  forward  copy  of 
wheel  report  to  trainmaster's  office,  and  from  this  report  it  is 
easy  to  arrive  at  the  actual  net  tons  per  train  and  per  train 
mile.  With  this  information  it  is  comparatively  easy  to  arrive 
at  a  close  estimate  of  the  cost  of  operation,  so  that  one  does 
not  need  to  waif  for  the  operating  sheet  to  know  what  kind 
of  a  showing  the  division  has  made.  Here  it  may  be  well  to 


4      HOW  TO  BE  A  FIRST-CLASS  TRAINMASTER. 

mention  a  few  of  the  advantages  of  being  furnished  with  a 
copy  of  conductor's  wheel  report.  These  reports  are  especially 
valuable  in  tracing  the  movement  of  cars,  obtaining  seal  rec- 
ords, etc.,  and  reference  to  them  will  often  avoid  correspon- 
dence with  conductors,  thereby  saving  time.  It  also  frequently 
occurs  that  the  car  accountant  is  short  wheel  reports  from 
conductors  for  which  he  will  wire  the  superintendent.  In- 
stead of  consuming  three  or  four  days  or  a  week,  and  perhaps 
burdening  the  wires  with  a  number  of  telegrams,  a  copy  can 
be  made  and  forwarded  by  the  trainmaster's  clerk.  If  at  first 
conductors  object  to  making  a  carbon  copy  of  this  report,  their 
objections  will  be  quickly  withdrawn  when  they  see  the  ad- 
vantages or  reduced  correspondence  about  wheel  reports. 

Among  the  various  duties  of  the  trainmaster,  I  believe  none 
should  stand  out  more  clearly  or  receive  closer  attention  than 
that  of  checking  and  watching  overtime  and  constructive 
mileage.  Constructive  mileage,  which  to  a  degree  is  necessary, 
will  increase  to  an  alarming  extent  if  it  is  not  constantly 
checked.  The  trainmaster  should  satisfy  himself  as  to  the 
exact  figure  of  his  necessary  or  arbitary  constructive  mile- 
age and  never  let  it  go  beyond  that  figure  without  knowing 
the  cause  of  the  increase.  Dead-heading,  which  is  a  form  of 
constructive  time,  should  receive  his  particular  attention. 
Too  much  stress  cannot  be  laid  upon  the  importance  of  watch- 
ing and  of  checking  overtime.  Occasions  may  arise  when  over- 
time is  found  to  be  an  extremely  good  investment,  that  is, 
for  instance,  when  by  paying  a  certain  amount  of  overtime 
the  company  may  obtain  the  equivalent  of  its  value  or  per- 
haps avoid  paying  a  greater  amount,  in  mileage.  On  the  other 
hand,  unnecessary  overtime  means  a  waste  of  the  company's 
money.  It  is  so  easy  to  pass  beyond  the  dividing  line  between 
desirable  and  unnecessary  overtime,  that  the  constant  and 
unflagging  efforts  of  the  trainmaster  are  required  to  prevent 
a  leakage  that  may  prove  a  burden  to  his  company  and  result 
disastrously  to  himself.  The  writer  has  a  statement  pre- 
pared and  left  on  his  desk  every  morning  of  each  hour's  over- 
time made  the  previous  day,  and  spends  a  few  moments  fig- 
uring the  cost  per  mile  and  investigating  such  delays  as  may 
appear  unnecessary.  An  accurate  account  or  record  is  kept  of 
the  overtime  for  each  day  for  comparison  purposes.  In  this 
manner  the  trainmaster  may  know  at  all  times  just  what  his 
overtime  is  costing.  This  information  is  of  such  value  to 
him  that  too  much  cannot  be  said  of  its  benefits. 

The  distribution  of  cars  is  another  important  feature  con- 
nected with  the  duties  of  the  trainmaster.  This  is  particu- 
larly true  on  territory  where  coal  mines  or  large  industries 
are  located.  The  available  empty  cars  must  'be  properly  pro- 
rated and  distributed.  Shippers  should  be  urged  to  load  cars 
with  as  little  delay  as  possible,  and  it  devolves  upon  the  train- 


HOW  TO  BE  A  TRAINMASTER,  by  Wildman.        5 

master   to   provide    for   the    movement   of   such   loaded   cars 
promptly. 

The  trainmaster  in  passing  over  the  road  should  make  care- 
ful note  of  all  foreign  cars  and  take  such  steps  as  may  be 
necessary  to  insure  their  prompt  movement  toward  home, 
either  loaded  or  empty,  as  conditions  may  warrant. 

Especially  important  is  the  prompt  release  of  cars  under 
load.  The  trainmaster  should  urge  upon  station  agents  this 
particular  feature  and  if  necessary  visit  consignees  in  an  ef- 
fort to  effect  the  prompt  release  of  such  cars.  This  is  of  more 
than  ordinary  importance  during  a  temporary  shortage  of 
equipment  or  when  the  load  is  in  a  foreign  car  on  which  per 
diem  is  accruing.  The  release  of  cars  under  load  with  com- 
pany material  should  receive  his  constant  attention.  He  should 
personally  and  frequently  check  large  yards,  coal  mines  and 
other  obscure  places,  to  see  that  empty  cars  are  not  lost  sight 
of  or  loads  unnecessarily  delayed.  Unbilled  loads  should  be 
given  special  attention. 

Not  the  least  important  of  the  trainmaster's  duties  is  that 
of  the  economical  equipment  of  cabooses.  Here  is  the  source 
of  one  of  the  common  leakages  on  some  of  our  most  important 
railways.  From  personal  experience  it  is  known  that  by  care, 
ful  and  constant  attention  the  cost  of  such  supplies  can  be. 
greatly  reduced  and  a  large  saving  made  for  the  company. 
In  two  years  the  cost  of  caboose  supplies  on  one  division  was. 
reduced  from  three  mills  to  less  than  one  mill  per  train  mile. 
Train  crews  should  be  taught  to  carefully  preserve  all  scrap, 
or  second-hand  material  with  a  view  of  exchanging  it  for  new. 
Arrangements  can  be  made  for  a  credit  to  be  allowed  for 
second-hand  material  turned  in  and  in  that  way  effect  a  notice^ 
able  reduction  in  the  cost  of  supplies.  This  practice  also  con- 
tributes to  the  keeping  of  such  material  cleaned  up  from 
along  the  track,  which  in  itself  is  an  advantage. 

Another  source  of  loss  to  a  railway  company  is  found  in 
the  manner  of  taking  coal  on  engines  from  coal  chutes.  This 
loss  is  caused  by  enginemen  calling  for  more  coal  than  is 
needed  and  in  some  instances  when  none  at  all  is  required. 
As  a  result,  the  tender  being  unable  to  accommodate  the 
amount  of  coal  called  for,  some  of  it  falls  to  the  ground,  and 
while  this  waste  coal  may  later  on  be  picked  up  and  used,  it 
has  incurred  an  additional  expense  by  reason  of  its  being 
handled  twice.  It  is  a  duty  of  the  trainmaster  to  take  such 
action  as  may  be  necessary  to  improve  such  a  condition. 

The  trainmaster  should  frequently  pass  over  his  territory 
and  personally  visit  station  agents  and  should  urge  upon  them 
the  necessity  of  familiarizing  themselves  with  the  rules  of  the 
company  and  conforming  to  them.  Agents  should  be  required 
to  keep  their  stations  and  surrounding  grounds  clean  and  when 
necessary  keep  the  station  properly  heated  and  lighted.  They 


6      HOW  TO  BE  A  FIRST-CLASS  TRAINMASTER. 

should  be  reminded  that  the  company  requires  them  to  ba 
courteous  and  obliging  in  their  intercourse  with  the  public. 

The  trainmaster  should  check  freight  rooms  frequently  with 
a  view  of  locating  "astray"  freight  and  to  satisfy  himself 
that  there  is  no  unclaimed  perishable  freight  on  hand.  He 
should  also  insist  upon  agents  keeping  oil,  oil  cans,  lamps, 
lanterns  and  other  inflammables  isolated  so  far  as  practicable, 
and  that  they  allow  no  waste  paper,  rags,  or  other  trash  of 
an  inflammable  character  to  accumulate.  This  is  a  necessary 
precaution  against  fire.  He  should  see  that  agents  thoroughly 
understand  the  proper  manner  of  handling  explosives. 

The  trainmaster  should  familiarize  himself  with  the  methods 
employed  by  agents  in  checking  and  loading  freight  and  in  a 
general  way  with  their  system  of  reports. 

The  trainmaster  should  ride  local  freight  trains  frequently, 
instructing  conductors  as  to  the  proper  manner  of  handling 
freight,  sealing  cars,  keeping  seal  records,  and  reporting  "over," 
"short,"  or  "damaged"  freight.  He  should  know  that  no  un- 
necessary time  is  consumed  in  switching  at  stations  and  that 
all  local  work  is  properly  performed. 

The  question  of  handling  of  time  and  perishable  freight  is 
also  one  that  requires  its  share  of  the  trainmaster's  attention. 
The  prompt  switching  into  proper  trains  and  forwarding  of 
such  freight  to  its  destination  is  important;  he  should  see 
that  fast  freight  schedules  are  maintained  when  practicable; 
and  in  the  event  of  any  time  or  perishable  freight  being 
set  out  en  route  by  reason  of  the  car  being  in  bad  order  or 
from  other  causes,  that  it  is  again  forwarded  at  the  first 
opportunity. 

When  the  main  track  is  obstructed  or  traffic  interrupted  by 
derailments,  high  water,  wash-outs,  burned  bridges  or  other 
causes,  the  trainmaster  should  go  to  that  point  as  quickly  as 
possible  and  (in  the  absence  of  the  superintendent)  take  full 
charge  of  opening  the  track.  He  should  determine  as  soon  as 
practicable  the  exact  cause  of  the  accident  and  advise  his 
superior  officers  of  the  true  conditions,  giving  full  particulars 
as  to  the  extent  of  damage  to  track,  equipment,  freight,  etc., 
together  with  his  estimate  of  the  time  required  to  open  the 
track  for  traffic.  He  should  see  that  there  is  no  unnecessary 
loss  of  time  in  clearing  or  opening  the  track,  and  that  the 
movement  of  traffic  is  resumed  at  the  earliest  possible  moment. 
He  should  take  steps  to  insure  the  protection  of  the  company's 
property  as  well  as  that  of  any  freight  that  may  be  involved. 
In  the  event  of  an  injury  to  employees  or  passengers  they 
should,  of  course,  be  given  first  consideration  and  it  would 
devolve  upon  the  trainmaster  to  see  that  everything  possible 
was  done  to  add  to  their  comfort.  Once  the  track  is  clear 
and  the  movement  of  traffic  resumed,  every  attention  should 
be  given  to  the  prompt  clearing  away  of  all  debris,  so  that 


HOW  TO  BE  A  TRAINMASTER,  by  Wildman.        7 

the  track  and  right-of-way  may  at  once  assume   its  normal 
appearance. 

The  trainmaster  should  promptly  and  thoroughly  investigate 
the  cause  of  each  accident,  locate  the  responsibility  if  possible, 
and  apply  or  recommend  such  discipline  as  may  seem  nee- 


It  is  a  very  good  plan  for  a  trainmaster  to  know  just  what 
the  lost  tonnage  on  account  of  engine  failures  is  costing.  This 
can  be  quickly  figured  by  taking  the  total  amount  of  tonnage 
lost,  from  which  he  can  estimate  the  number  of  trains  it 
would  take  to  move  that  amount  of  tonnage,  multiply  the  num- 
ber of  trains  by  the  number  of  miles  they  would  have  to  make 
(usually  one  freight  district)  which  will  give  the  train  miles, 
this  multiplied  by  the  average  transportation  cost  per  mile, 
will  give  a  close  estimate  in  dollars  and  cents  of  what  the 
engine  failures  cost  the  company.  Engine  failures  should  be 
investigated  as  to  their  cause,  delay  to  trains,  effect  on  ton- 
nage, etc. 

Passenger  service  should  occupy  not  a  little  of  the  train- 
master's time  and  thought.  He  should  bear  in  mind  the  daily 
intercourse  between  the  passenger  train  employee  and  the  trav- 
eling public  and  with  that  in  view  endeavor  to  select  for  his 
passenger  train  employees  such  men  as  seem  best  fitted  for 
that  service.  The  value  of  neatness  and  personal  appearance 
should  be  impressed  upon  them  and  they  should  be  shown 
the  advantages  the  company  will  enjoy  through  their  courteous 
manner  and  gentlemanly  conduct. 

Close  attention  should  be  given  passenger  coaches  to  see 
that  they  are  clean,  well  ventilated  and  comfortable.  Particu- 
larly should  the  trainmaster  insist  upon  the  strict  observance 
of  the  rules  by  passenger  train  employees,  for  upon  this  largely 
depends  the  safety  of  the  traveling  public  as  well  as  the  pro- 
tection of  company  property.  The  attention  of  enginemen 
should  be  called  to  any  rough  handling  of  the  train  in  stopping 
or  starting  and  if  necessary  to  the  observance  of  speed  restric- 
tions through  city  limits.  Special  attention  should  be  given  to 
the  importance  of  maintaining  the  schedules  of  passenger 
trains.  Trainmen  and  enginemen  as  well  as  station  agents 
should  be  instructed  to  take  advantage  of  every  move  that 
would  facilitate  the  handling  of  passengers,  baggage  and  ex- 
press, so  that  the  delays  incidental  to  the  handling  of  such 
business  could  be  reduced  to  the  minimum. 

On  many  railways  there  is  at  all  times  scattered  along  the 
track  more  or  less  scrap  material.  This  feature  should  be 
watched  closely  by  the  trainmaster,  and  all  concerned  should 
be  urged  to  use  every  effort  to  keep  such  material  cleaned  up 
or  neatly  piled  at  stations. 

Bad  order  cars  are  a  constant  source  of  annoyance  to  the 
trainmaster.  This  is  especially  true  of  bad  order  cars  under 


8      HOW  TO  BE  A  FIRST-CLASS  TRAINMASTER. 

load.  He  should  personally  keep  in  touch  with  the  bad  order 
situation,  see  that  all  such  cars  under  load  are  promptly  re- 
paired or  the  contents  transferred,  and  keep  the  line  clear 
of  such  cars,  having  the  empty  cars  moved  into  regular  repair 
points. 

It  is  seldom  a  trainmaster's  territory  can  show  the  best  re- 
sults year  after  year.  Often  adverse  conditions  will  arise  that 
may  preclude  the  possibility  of  making  the  usual  good  show- 
ing. This  may  be  caused  by  an  unusual  number  of  engine 
failures  or  by  the  power  being  in  poor  condition  so  that  it  can 
not  handle  its  full  rating;  perhaps  a  few  washouts  or  a  greater 
number  of  derailments  than  usual  may  have  contributed  to  a 
congestion  of  loads.  There  may  have  been  a  large  number 
of  empty  cars  for  movement  from  which  no  revenue  tonnage 
was  derived.  These  are  conditions  that  any  up-to-date  train- 
master will  strain  a  point  to  keep  in  touch  with.  He  will  in 
all  probability  keep  some  kind  of  a  log  book  or  memorandum 
to  which  he  can  easily  and  quickly  refer,  because  the  above- 
mentioned  feature  will  bring  about  conditions  that  must  sooner 
or  later  be  explained,  and  if  he  has  forgotten  or  has  no  log 
book  he  is  put  at  a  disadvantage.  I  believe  a  good  record  of 
the  adverse  operating  conditions  is  as  essential  as  some  of  the 
important  records  over  which  more  time  is  spent. 

Immediately  preceding  and  during  the  periods  of  light  busi- 
ness it  is  customary  to  reduce  expenses  so  far  as  existing 
conditions  will  permit.  While  this  feature  is  usually  handled 
by  the  superintendent,  it  is  in  my  opinion  good  form  and  ex- 
cellent training  for  the  trainmaster  to  assist  him  to  the  best 
of  his  ability.  He  should  scrutinize  the  pay  rolls  often  and 
carefully,  inquiring  into  conditions  at  points  where  there  is  a 
possibility  of  reducing  expense.  The  superintendent  is  usually 
glad  to  receive  a  suggestion  that  will  enable  him  to  accomplish 
this  result. 

The  foregoing  remarks,  in  my  opinion,  contain  the  most 
vital  or  important  points  involved  in  the  duties  of  the  train- 
master. These,  added  to  the  innumerable  minor  duties  which 
are  constantly  claiming  his  attention,  are  calculated  to  make 
his  life  a  busy  one.  He  should  be  on  the  constant  lookout  for 
violations  of  rules,  be  quick  to  observe  anything  that  might  be 
out  of  line,  and  endeavor  to  conduct  the  business  of  the  com- 
pany with  as  much  satisfaction  to  himself  as  if  the  property 
belonged  to  him.  He  must  be  prepared  to  devote  his  entire 
time  to  his  company  when  necessary. 

The  conscientious  trainmaster  will  at  all  times  show  a  will- 
ingness to  do  all  he  can,  and  a  desire  to  please  his  employers. 
With  this  in  mind  the  knowledge  of  his  duties  will  remain 
with  him  constantly,  and  notwithstanding  any  slight  error  in 
judgment  he  may  from  time  to  time  exhibit,  he  will,  I  believe,, 
have  done  his  best  to  perform  his  full  duty. 


THE    IDEAL  TRAINMASTER. 

SECOND    PRIZE    ARTICLE. 

BY   J.   J.   PRUETT, 
Trainmaster.  Vandalia  Railroad ;  St.  Louis  Division,  Terre  Haute,  Ind.* 

To  be  a  first-class  trainmaster  one  must  put  aside  all 
thought  of  personal  gain  or  advancement  and  enter  into  the 
work  with  only  the  thought  in  mind  to  increase  the  efficiency 
of  his  department.  To  attain  this  high  position,  three  im- 
portant and  primary  qualifications  are  necessary. 

First — The  man  must  be  a  student;  the  line  of  thought  to 
embrace  human  nature,  physical  condition  of  the  railway, 
composition  and  character  of  the  other  staff  officers,  and  last, 
but  not  least,  his  own  faults;  and  he  must  be  manly  enough 
to  admit  and  correct  such  faults  when  once  they  are  dis- 
covered. 

Second — He  must  be  an  organizer;  competent  to  manage 
men.  In  employing  men  he  should  select  and  educate  them, 
bearing  in  mind  the  one  principle,  that  these  men  whom  he 
selects  will  have  charge  of  the  future  transportation  affairs 
of  the  American  railways.  The  superintendent  will  expect  the 
trainmaster  to  be  a  man  who  can  assist  him  in  harmonizing 
the  different  departments;  uniting  them  as  an  agreeable  body 
to  move  traffic  in  a  manner  satisfactory  to  the  public  and  to 
the  company. 

Third — He  must  be  an  honorable  man,  and  an  example  to 
the  men  of  loyalty,  honesty  and  integrity,  and  in  so  being,  he 
will  command  their  respect.  In  imposing  discipline  he  must 
be  a  man  to  appreciate  the  principles  of  the  Golden  Rule. 

Having  outlined,  in  a  general  way,  the  character  and  prin- 
ciples of  the  man  necessary  to  the  position,  we  will  presume 
such  a  one  has  been  selected  and  he  is  given  the  opportunity 
to  develop  his  natural  abilities. 

First— His  student  ability  will  be  brought  into  requisition, 

*Mr.  Pruett'a  railway  service  has  been  wholly  on  the  Vandalia  Bail- 
road ;  baggage  master  (four  years),  fireman,  shop  clerk,  telegrapher 
(five  years),  yard  clerk,  yard  master,  assistant  trainmaster  and  train- 
master. He  began  23  years  ago,  and  he  has  been  a  trainmaster  for  four 
years. 


10    HOW  TO  BE  A  FIRST-CLASS  TRAINMASTER. 

and  if  he  is  not  of  studious  habits  he  may  as  well  retire  from 
the  race  at  once.  A  careful  study  and  analysis  must  be  made 
of  the  personnel  of  his  own  department  that  he  may  become 
familiar  with  the  character  and  habits  of  the  men.  Too 
much  importance  cannot  be  attached  to  this  particular 
feature  as  the  information  is  necessary  to  satisfactorily  handle 
the  men  in  a  way  to  bring  about  best  results. 

Next  in  order  is  the  nature  of  the  traffic  to  be  handled: 
The  amount  of  passenger  service  to  contend  with,  the  propor- 
tion of  freight  to  passenger  earnings,  and  to  what  extent  one 
can  be  sacrificed  to  the  other.  Power  and  equipment  must  be 
analyzed;  its  condition,  location  and  size  carefully  noted; 
engines  properly  distributed  to  insure  prompt  movement  of 
trains  and  at  the  same  time  a  sufficient  number  turned  in  to 
the  mechanical  department  to  insure  keeping  a  maximum 
amount  of  the  power  in  good  working  condition.  Train- 
masters too  often  overlook  the  mechanical  department  in  the 
distribution  of  the  power,  and  feel  that  if  they  can  keep  the 
engine  away  from  the  shop,  they  are  gaining  a  point  at  the 
expense  of  that  department.  They,  however,  are  awakened 
to  this  error,  too  late,  as  the  condition  of  the  power  has  got 
beyond  control.  Treat  the  mechanical  department  fairly,  and 
you  will  be  the  benefited  officer.  Do  not  blame  them  for 
bad  power  when  you  alone  are  responsible. 

The  car  supply  must  receive  careful  attention.  The  traffic 
department  should  be  consulted  as  to  its  requirements,  and 
a  most  systematic  method  of  distribution  effected.  The  prompt 
delivery  of  the  empty  to  a  shipper  is  one  very  important 
factor  in  soliciting  business. 

The  profile  of  the  railway  must  be  given  careful  study.  The 
trainmaster,  as  well  as  the  division  engineer,  must  familiarize 
himself  with  the  physical  characteristics  of  the  division,  and 
must  assist  the  division  engineer  in  maintaining  an  efficiency 
equal  to  the  traffic  handled.  This  is  to  be  accomplished  by 
educating  the  transportation  employees  to  observe,  and  report 
promptly,  if  irregular,  condition  of  track  or  signals,  and  all 
other  appliances  affecting  train  movements;  such  reports  to 
be  transmitted  to  the  division  engineer  by  the  trainmaster  in 
a  manner  that  will  not  become  irritating  to  him. 

The  details  mentioned  above  are  the  stock  in  trade  of  a 
trainmaster  and  with  them  he  must  make  or  break  his  reputa- 
tion. After  they  are  mastered  he  should  not  conclude  that 
his  duties  are  at  an  end,  but  should  take  up  the  higher  sub- 
jects of  transportation;  one  of  which  "speed  and  tonnage" 
should  be  harmonized.  This  feature  depends  entirely  upon 
revenue  conditions.  No  set  rule  can  bring  about  the  desired 
result.  The  auditor's  report  of  earnings  and  expenses  must 
be  analyzed;  competition  and  the  nature  of  traffic  considered; 


THE  IDEAL  TRAINMASTER,  by  Pruett.  11 

after  this  your  carefully  prepared  recommendation  for  equaliz- 
ing the  two,  submitted  to  the  superintendent  for  approval, 
bearing  in  mind  earnings  and  expenses  vs.  competition,  which 
are  the  prime  factors  he  will  consider. 

While  these  elementary  studies  have  been  occupying  the 
attention  of  the  young  student  trainmaster,  traffic  has  been 
moving  in  its  accustomed  groove,  and,  in  his  opinion  perhaps, 
in  a  satisfactory  manner  until  one  day  he  is  awakened  from 
his  dream  by  receiving  his  first  criticism  from  the  superin- 
tendent in  the  form  of  a  letter  to  the  effect  that  the  "over- 
time is  abnormally  high."  Why?  *  *  *  "I  notice  that 
during  the  past  month  passenger  train  movement  was  de- 
layed by — engine  failures,  block  lights  and  switch  lights  not 
burning;  also,  a  very  decided  increase  in  petty  accidents. 
Please  investigate  and  advise." 

With  these  criticisms  in  mind  the  trainmaster  begins  to 
investigate  the  causes.  These  investigations  will  open  up  an 
avenue  for  application  of  his  second  qualification — general- 
ship. By  reason  of  his  ambition,  energy  and  meager  experi- 
ence in  the  position,  he  has  consoled  himself  with  the  idea 
that  he  is  doing  as  well  as  his  predecessor;  but  this  first 
blow  dispels  the  illusion  and  he  discovers  the  thing  he  at 
least  expected;  finds  petty  jealousies  existing  between  the 
yards  and  the  car  department;  between  the  mechanical  and 
transportation  departments;  between  the  train  and  engine 
men,  and  between  the  despatchers,  operators  and  road  men. 
He  cannot  afford  to  make  public  his  findings,  as  they  are  his 
own  battles.  No  doubt,  the  superintendent  is  fully  aware  of 
the  conditions,  and,  knowing  they  exist,  appointed  this  par- 
ticular man  to  assist  him  in  eradicating  the  evils  and  is 
watching  the  result  of  his  appointment. 

The  remedy  is  with  the  trainmaster,  and  the  obtaining  of 
the  result  which  the  superintendent  anticipated  will 
thoroughly  test  his  ability  as  an  organizer,  and  in  addition, 
he  will  need  be,  to  a  certain  extent,  a  lawyer,  an  entertainer, 
a  teacher  and  an  orator.  As  such,  he  must  secure  the  co- 
operation of  the  heads  of  the  different  departments,  and  this 
joining  of  forces  must  be  accomplished  with  diplomacy  and 
without  unnecessarily  intruding  his  own  personality;  else 
they  will  conclude  he  is  assuming  the  authority  of  his 
superiors. 

As  a  lawyer  and  an  entertainer,  he  must  be  familiar  with 
laws  affecting  the  operation  of  trains  on  his  division  and  his 
office  door  must  always  be  open  to  admit  the  visiting  officer, 
employee  or  shipper;  listen  and  reply  to  their  grievances  and 
entertain  them  in  a  manner  satisfactory  to  them  and  the 
company. 

As  a  teacher  and  orator,  the  employees  of  the  transporta- 


12     HOW  TO  BE  A  FIRST-CLASS  TRAINMASTER. 

tion  department  must  be  brought  together  in  classes  at  regular 
intervals;  the  book  of  rules  rehearsed,  and  the  men  given  an 
opportunity  to  express  their  opinions  freely.  In  these  dis- 
cussions the  trainmaster  must  see  that  no  employee  express- 
ing an  opinion  is  embarrassed  by  remarks  of  others.  la 
explaining  a  rule,  it  must  be  done  in  an  entertaining  man- 
ner, void  of  all  ridicule  and  sarcasm,  for  here  is  where  the 
younger  employee  is  receiving  his  education  and  will  begin 
his  development,  taking  pattern  after  your  address. 

In  these  classes  for  instruction  and  exchange  of  ideas  is 
where  harmony  among  those  in  the  rank  and  file  must  be 
promoted;  when  brought  into  closer  contact  with  the  tech- 
nical operations  of  the  railway  they  become  more  familiar 
with  the  duties  and  responsibilities  of  each  other's  positions 
and  their  differences  are  easily  adjusted. 

No  trainmaster  can  afford  to  neglect  nor  delegate  to  others, 
this,  his  paramount  duty  and  obligation  to  the  men.  It  is  his 
one  grand  opportunity  to  meet  with  them,  encourage  them  in 
their  work,  promote  harmony  and  elevate  their  position, 
socially  as  well  as  mentally. 

The  terminals  should  not  be  neglected  in  this  work  of 
education  and  advancement  as  it  is  in  the  terminals  the  seeds 
of  dissension  are  sown  most  thickly. 

The  terminal  proposition  of  to-day  is  an  all  absorbing  topic 
among  transportation  officials,  and  a  "first  class  trainmaster" 
must  be  a  man  who  can  handle  it.  Road  movements  are  easy 
when  compared  with  terminal  management.  If  your  terminals 
are  well  organized  with  well  selected  men  at  the  head,  trains 
will  leave  on  time,  and  a  consequent  road  efficiency  result; 
therefore,  guard  well  your  terminals;  select  carefully  the  men 
to  operate  them  and  'by  monthly  .comparisons  of  performance 
sheets,  keep  them  on  their  mettle. 

After  these  different  subjects  have  been  mastered  and  every- 
thing is  working  in  harmony;  and  the  trainmaster  has  seen 
the  over-time  reduced  from  alarming  proportions  to  one-tenth 
of  1  per  cent,  of  the  total  freight  train  rolls,  and  his  passenger 
train  movement  assumes  a  97  per  cent,  efficiency,  he  can  begin 
to  feel  that  the  student  hours  have  been  well  spent  and  can 
afford  to  branch  out  into  higher  researches.  Results  of  his 
stewardship  are  to  be  analyzed,  cost  in  obtaining  the  above 
results  must  be  reckoned  with,  organizations  must  be  strength- 
ened, road  supervision  tightened.  Why?  Because  you  will 
find  that  when  train  movement  is  at  its  best,  we  are  in  the 
most  danger  of  accidents;  the  men,  over-confident,  easily 
drift  into  careless  practices.  Then,  and  at  such  times  are  the 
opportunities  for  opening  these  schools  of  instruction  and 
talking  with  the  men,  pointing  out  the  dangers  and  promoting 
the  feeling  of  good  fellowship  which  should  exist  between  the 


THE  IDEAL  TRAINMASTER,  by  Pruett.  13 

trainmaster  and  the  subordinates;  but  such  feeling  should  not 
be  carried  to  a  point  of  familiarity. 

My  advice  to  the  young  man  accepting  the  position  of  train- 
master is  to  hold  fast  to  the  third  qualification — 

BE    AN    HONORABLE    MAN. 

Exemplify  the  precepts  of  the  Golden  Rule  and  men  will 
cling  to  you  and  be  inspired  to  loyal  and  faithful  service.  Do 
not  overburden  them  with  petty  rules  and  conditions; 
study  their  position,  making  their  troubles  your  own, 
and  relieve  them  of  as  many  as  you  can.  Write  as  few 
letters  to  them  as  passible,  and  then  never  put  irritating 
language  into  a  letter,  as  they  will  read  it  too  often,  and  the 
sore  spot  will  become  more  acute  at  each  reading.  Better 
call  them  into  the  office  and  say  to  them  personally  the  un- 
pleasant things  when  such  are  necessary.  Uphold  the  con- 
ductor's authority.  Do  not  deprive  him  of  his  dignity  by 
reprimanding  his  brakeman  in  the  presence  of  the  conductor. 
He  is  responsible  to  you  for  the  men  on  the  train  and  should 
be  made  to  feel  this  responsibility. 

In  making  rules  and  issuing  instructions,  give  them  careful 
thought  beforehand.  If  a  rule  is  an  old  one  and  is  being 
violated,  attention  should  be  called  to  it,  but  do  not  reissue 
the  old  rule.  If,  after  attention  is  called  to  the  infraction 
the  violations  continue,  do  not  criticize  in  a  general  letter  to 
"All  Concerned,"  but  locate  the  guilty  offender  and  apply 
discipline  as  the  case  may  warrant.  The  other  men  will  ap- 
preciate the  fact  of  your  having  observed  their  compliance 
with  your  instructions.  Do  not  be  the  first  one  to  break 
your  own  rules  and  instructions;  it  will  only  be  license  for 
others  to  do  so. 

In  imposing  discipline,  study  well  each  case;  better  that  a 
dozen  guilty  ones  escape  punishment  than  impose  discipline 
upon  one  innocent  employee.  Remember  the  trainmaster  has 
a  responsibility  not  only  for  the  disposition  and  happiness  of 
the  employees  themselves,  but  for  their  families  as  well,  and 
bear  in  mind  that  the  discipline  you  impose,  if  not  just,  will 
react  upon  the  company  from  the  home  of  the  employee,  where 
the  children  will  hear  of  your  injustice  to  the  father,  and  the 
young  mind  will  grow  up  from  that  household  to  enter  the 
service  with  the  seeds  of  insubordination  already  sown;  all 
in  consequence  of  your  hasty  actions. 

Do  not  condemn  your  men  too  freely  to  your  superior,  for 
it  is  through  you  the  superintendent  must  see  and  know 
them;  you  are  to  be  their  support  and  defense.  Without  this 
support  they  are  like  a  cork  drifting,  and  the  tide  will  carry 
them  into  vicious  company.  Weed  out  objectionable  characters 
early,  but  be  sure  you  do  not  up-root  some  valuable  material 


14    HOW  TO  BE  A  FIRST-CLASS  TRAINMASTER. 

in  doing  so.     Above  all,  avoid  favoritism,  for  in  the  pit  of 
favor  innumerable  trainmasters  have  fallen. 

In  conclusion  let  me  again  say,  as  I  did  in  the  beginning, 
that  a  trainmaster  loyal  to  his  calling,  to  his  superintendent 
and  to  his  company,  has  no  time  to  think  of  himself  or  of  his 
future;  he  is  lost  in  his  profession  and  must  trust  such  things 
to  his  superiors.  If  his  ability  has  not  found  him  out  and  he 
is  forgotten,  he  can  still  say  he  has  been  one  of  the  happiest 
and  busiest  of  his  superintendent's  staff. 


THE  TRAINMASTER'S  DANGERS. 
(SECOND  PRIZE  ARTICLE.*) 

BY  P.  L.  RODMAN, 
Trainmaster,  Atlantic  Coast  Line,  Savannah,  Ga.f  " 

The  trainmaster's  success  depends  on  many  things:  the 
volume  of  business,  the  facilities  and  his  own  practical  knowl- 
edge of  the  work  before  him,  as  well  as  his  good  judgment  of 
the  loyalty  of  his  lieutenants  and  their  forces.  Ability  to 
hold  a  position  does  not  signify  success. 

As  you  take  up  the  lines  laid  down  by  your  predecessor, 
study  well  his  methods,  that  you  may  profit  by  his  successes 
as  well  as  by  his  mistakes.  Ordinarily  the  trainmaster,  in  his 
maiden  effort,  has  had  no  practical  experience,  making  im- 
mediate success  impossible.  He  must,  therefore,  in  his  new- 
ness to  the  position,  keep  before  him  the  fact  that  overy  man 
is  taking  his  measure;  that  in  the  sanctum  sanctorum  of  the 
"sand  house"  the  "boys"  are  laying  for  every  move  he  makes; 
are  waiting  for  his  "mistakes."  They  are  discussing  his 
ideas  of  discipline  and  classing  them  as  broad  or  narrow. 
While  it  is  well  to  avoid  "rubbing  the  fur  the  wrong  way," 
show  your  hand  early.  Let  it  be  known  that  you  have  no 
friends  to  reward  or  enemies  to  punish.  Then  seek  by  all 
honest  means  to  establish  yourself  with  the  men — never  have 
a  following— and  you  have  started  right  with  the  working 
forces. 

Be  forceful  and  determined,  but  be  right.  Under  all  cir- 
cumstances practice  a  Taft  smile  and  show  the  boys: 

"  'Tls  an  easy  way  to  be  pleasant  and  gay 

When  the  work  moves  along  like  a  song; 
But  the  man  that's  worth  while,  is  the  man  who  can  smile, 
When  everything  goes  dead  wrong." 

*  Second  prizes  were  awarded  both  to  this  paper  and  to  one  by  J.  J. 
Pruett. 

tMr.  Rodman  was  born  at  Dwight,  111.,  and  began  railway  work  at 
the  age  of  15,  as  water  boy.  In  the  27  years  since  this  beginning  he 
has  been  foreman  of  construction,  fireman,  hostler,  telegrapher,  yard 
foreman,  yardmaster,  assistant  trainmaster  and  trainmaster.  He  has 
worked  on  the  Illinois  Central,  the  Baltimore  &  Ohio,  the  Missouri  Pa- 
cific, the  Great  Northern,  the  Southern,  the  Cincinnati,  Hamilton  & 
Dayton,  and  the  Southern  Pacific ;  and,  lastly,  on  the  Atlantic  Coast 
Line,  where  he  now  is.  He  has  been  on  the  A.  C.  L.  two  years.  In 
his  letter  he  says  that  in  every  case  he  has  resigned  his  Job  voluntarily, 
•Ither  because  of  a  prospect  of  improving  himself,  or  because  he  did 
not  wish  to  carry  ont  the  policy  of  his  superior. 


16    HOW  TO  BE  A  FIRST-CLASS  TRAINMASTER. 

The  trainmaster  must  have  an  attentive  ear,  a  still  tongue 
and  a  cool  head.  If  he  have  not  the  latter  let  him  resort  to 
the  means  used  by  a  trainmaster  of  the  Alton  some  years  ago, 
who,  when  confronted  with  a  rush  of  business,  applied  a  wet 
sponge  to  the  back  of  his  head,  and  waded  in.  When  things 
went  wrong  it  was  a  common  remark  that  "the  old  man  had 
left  off  his  sponge." 

With  all  regard  for  the  various  brotherhoods,  I  believe  it 
better  that  the  trainmaster  be  free  of  all  affiliation  with  any 
order,  but  friendly  to  all. 

The  successful  trainmaster  must  of  necessity  have  a 
thorough  knowledge  of  his  superiors.  He  must  know  what 
they  look  upon  as  good  results.  If  he  differ  in  opinion,  he 
should  express  himself  frankly,  but  certainly  offer  no  opposi- 
tion to  the  execution  of  the  instructions. 

TERMINALS. 

Here  is  where  many  a  man  has  found  his  Waterloo.  Recent 
years  have  brought  about  almost  the  full  elimination  of  the 
trainmaster  from  the  large  terminals  because,  usually,  of 
his  unpractical  instructions  and  untimely  interference.  A 
capable  yard  force  at  every  terminal,  or  intermediate  yard,  is 
of  the  greatest  necessity  for  his  success.  Block  your  yard 
and  you  block  the  line.  The  yardmaster  must  be  all  the 
name  implies.  His  position  is  the  most  difficult  and  trying 
of  all.  He  should  employ  his  own  men,  and  have  a  voice  as 
to  yard  power  needed  and  its  distribution.  He  should  recom- 
mend all  yard  discipline.  In  short,  he  should  be  turned  loose 
with  a  free  hand. 

The  local  agent  should  have  no  voice  in  the  yard  policy 
whatever.  To  permit  such  a  course  means  expense  and  con- 
fusion. Wherever  I  have  seen  the  plan  tried  it  has  proved 
wholly  unsatisfactory  and  impracticable. 

A  terminal  of  any  consequence  should  switch  all  cars  on  the 
card  system.  The  conductor,  on  arrival,  delivers  his  bills  to 
the  clerk,  who  examines  each  one  closely  for  its  regularity 
and  makes  a  card  accordingly.  By  this  method  the  cars  are 
switched  to  proper  positions  and  cannot  be  lost  sight  of.  If 
a  car  gets  out  of  place  it  is  quickly  detected.  A  good  yard- 
master,  notwithstanding  his  tracks  are  classified  for  the  out- 
going and  the  incoming,  for  connections  and  industries,  for 
the  house  and  team  tracks,  and  so  on,  goes  over  his  yard 
once  a  day  at  least.  He  notes  perhaps  that  several  parts  of 
trains  are  left  from  yesterday;  that  the  "hold"  tracks  have 
not  been  pulled.  He  sees  the  print  of  some  derailed  cars.  By 
a  glance  he  catches  all  oversights  and  cases  of  neglect.  The 
trainmaster  must  pursue  the  same  methods  at  such  times  as 
opportunity  permits  or  conditions  demand.  He  is  then  in 
command  of  the  situation. 


THE  TRAINMASTER'S  DANGERS,  by  Rodman.      17 

It  is  always  good  policy  to  consider  the  counsel  of  those 
who  know  more  than  yourself.  I  am  reminded  of  my  early 
days  as  general  yard  master  for  the  Alton  at  Chicago.  In 
those  days  C.  H.  Chappell,  now  deceased,  was  general  man- 
ager. Mr.  Chappell's  hobby  was  terminals.  He  made  me 
many  an  unexpected  visit,  and  as  I  later  discovered,  came  not 
only  inspecting,  but  to  instruct,  as  well  as  to  draw  out  all 
there  was  in  a  man.  His  practical  knowledge  seemed  to 
direct  him  unerringly  to  every  weak  spot,  and  within  a  few 
hours  my  attention  would  be  called  to  rank  irregularities  he 
had  observed,  of  which  I  was  totally  ignorant.  I  soon  saw 
that  he,  general  manager,  knew  more  of  my  terminals  than  I, 
the  general  yard  master,  did.  However,  I  was  glad  to  take 
his  advice.  He  could  analyze  men  and  conditions  as  no  other 
man  could,  and  spur  one  on  to  better  things.  It  is  with  pride 
that  I  say  I  owe  my  early  training  to  Charles  H.  Chappell. 

The  office  trainmaster  is  bound  to  be  incompetent.  He  can 
have  no  knowledge  of  the  actual  conditions,  and  in  times  of 
distress  gets  blocked.  He  fancies  his  "desk"  is  about  all  there 
is  to  it.  Stale  way  bills  can  be  and  are  hid  out.  But  neither 
old  cars,  nor  bad  conditions  can  be  covered  up. 

Establish  classification  in  the  make-up  of  your  trains;  the 
policy  of  building  to  the  next  terminal  only,  invites  congestion. 
Inbound  trains  should  be  promptly  broken  up,  and  the  for- 
ward movement  made  up.  Put  it  up  to  the  motive  power 
department.  Be  in  position  to  accept  all  engines  when  offered. 
Do  not  criticize  what  appear  to  you  to  be  poor  results.  You 
see  the  effect;  make  a  still  hunt  for  the  cause. 

The  over-anxious  trainmaster,  in  his  desire  to  do  something, 
resorts  to  imperative  orders,  which  may  prove  disastrous,  or 
ridiculous.  To  illustrate:  A  few  years  ago  while  I  was  em- 
ployed as  general  yardmaster  at  a  large  terminal  in  a  north- 
ern city,  a  passenger  conductor  was  made  trainmaster.  Times 
were  distressing;  a  bitter  winter  and  rushing  business.  On 
assuming  the  position,  "Uncle  Henry,"  as  he  was  known,  in- 
structed me  as  follows:  "Take  off  two  engines  immediately. 
I've  just  learned  that  on  this  date  one  year  ago  you  were 
working  but  twelve  engines.  Understand,  I  am  here  to  take 
care  of  the  company's  money."  He  was  not  aware  of  the  in- 
crease in  business  over  the  previous  year,  nor  that  a  com- 
parative statement  showed  a  handsome  decrease  In  cost  of 
cars  handled.  I  "saw  it  coming"  and  we  parted.  The  block 
came,  the  embargo  followed  and  "Uncle  Henry"  returned  to 
his  guardianship  of  the  "company's  money!" 

A  terminal  of  any  consequence  should  keep  a  "camp"  record. 
The  bills  should  be  classified  numerically  so  as  to  be  obtain- 
able at  the  first  touch,  and  hands  off  to  all  outsiders. 

Stub  tracks  are  a  nuisance.  Bumping  posts  do  not  do  the 
business.  Best  of  all  is  a  continuation  of  the  track  under- 


18    HOW  TO  BE  A  FIRST-CLASS  TRAINMASTER. 

ground  for  about  one  rail  length  and  three  feet  deep  at  the 
end.  Do  not  permit  the  use  of  banks  of  earth  and  wood  as 
back  stops.  It  is  destruction  to  the  cars  and  endless  trouble 
for  the  trainmaster. 

BAD    ORDER    CABS. 

Here  is  a  serious  problem;  one  that  causes  more  claims, 
complaints  and  congestion  than  the  shortage  of  power.  Bad 
orders  are  principally  the  results  of  carelessness,  and  the 
automatic  coupler.  It  does  not  matter  how  hard  a  car  hits, 
it  couples.  In  the  days  of  the  link  and  pin,  the  field  switch- 
man governed  the  speed.  His  life  was  at 'stake,  for  the 
coupling  had  to  be  made  as  the  cars  came  to  him.  Shifting 
lumber  in  box  cars  was  almost  unknown.  The  cure  of  rough 
handling  is  as  yet  an  unsolved  problem.  It  should  be  given 
close  watching  and  cannot  be  handled  too  severely. 

The  repair  tracks  should  be  classified,  particularly  at  shop 
yards.  Heavy  repair  cars  together,  light  repairs,  wheel  cars 
and  loads  separated.  Give  them  the  best  of  switching  service. 
Keep  regular  men  on  the  job.  Bad  order  transfer  cars  will 
also  give  much  trouble  if  not  closely  watched.  See  that  they 
are  assembled  and  placed  at  such  prescribed  hours  as  best 
suits  those  interested. 

All  trains  should  be  inspected  on  arrival  at  and  before  leav- 
ing a  terminal. 

EMPLOYMENT    AND    ASSIGNMENT. 

Never  delegate  the  employment  of  men  to  others.  You  will 
have  a  deeper  feeling  of  responsibility  and  pride  in  men  of 
your  own  choosing.  It  is  easier  to  employ  a  man  than  to 
dismiss  him.  Therefore,  too  much  care  cannot  be  exercised. 
If  occasionally  you  may  err  in  your  selection,  you  can  wait. 
The  undesirable  man  weeds  himself  out. 

I  do  not  favor  the  form  of  application  for  employment  as 
used  by  most  roads.  The  reference  portion  is  a  nuisance  and 
affords  opportunity  for  deception.  Let  every  man  stand  on 
his  merits.  If  he  is  an  impostor,  he  "fixes"  his  references,  or 
refers  you  to  roads  that  do  not  give  them.  If  physically  out 
of  the  running  he  gets  a  "substitute."  Some  assume  the  names 
of  dead  men,  and  others  live  ones  whose  records  are  clear.  At 
best,  the  system  burdens  your  office  with  an  endless  and 
worthless  correspondence. 

The  home  boys  are  always  preferable.  Yard  clerks  make 
good  candidates  for  positions  as  switchmen,  and  later  the  most 
valuable  of  foremen.  Operators  make  good  flagmen.  Callers, 
too,  make  good  men.  The  "boomer"  is  never  desirable.  He 
is  always  going  to  reform.  But  watch  his  first  or  second  pay- 
day— he  fails  to  respond  for  duty  and  has  tackled  his  old 
enemy,  John  Barleycorn,  with  renewed  vigor.  Employ  him 
and  you  are  always  short  of  men  and  your  forces  demoralized. 


THE  TRAINMASTER'S  DANGERS,  by  Rodman.      19 

Promote  from  the  ranks  when  possible.  You  know  your 
man.  Be  careful  in  your  assignment  of  men.  Avoid  switch- 
ing them  about.  Remember  that  in  all  your  passenger  assign- 
ments you  are  providing  for  the  protection  and  comforts  of 
the  traveling  public. 

A  passenger  flagman  or  brakeman  should  be  neat,  but  not 
talkative.  Conductors  should  be  of  good  appearance.  You 
want  baggage  masters  of  fair  education,  at  least  When  com- 
petent they  can  save  you  many  claims  and  annoyances.  Keep 
your  noisy  men  in  freight  service.  They  are  valuable  at  the 
"sand  house"  conferences.  A  brakeman  never  makes  a  switch- 
man. You  can  tell  him  the  minute  he  "hits  the  foot  board." 
A  switchman  will  not  make  a  brakeman,  and  is  not  reliable  as 
a  flagman.  He  was  educated  to  be  watched  for,  not  for  watch- 
ing out. 

A  conductor,  as  a  rule,  makes  a  poor  yard  master.  His 
customs  are  fixed.  He  is  forever  checking  up  trains  and  play- 
ing with  the  bills.  He  was  educated  to  take  orders,  not  to  give 
them.  Never  spoil  a  good  conductor  to  make  a  poor  yard- 
master.  Make  your  yardmasters  from  the  yardmen  and  your 
conductors  from  the  trainmen. 

A  road  engineer  never  makes  a  switch  engineer.  Keep  him 
out  of  your  yards.  He  cannot  switch  cars.  He  doesn't  like  the 
job,  anyhow.  You  want  the  man  who  knows  the  ways  of 
the  switchman  and  knows  his  peculiarity  and  variety  of 
signals;  who  is  not  afraid  of  unjointing  his  neck  on  the  boiler- 
head,  and  who  oils  up  at  meal  hours  only.  Be  liberal  with 
your  engineers  and  allow  something  for  your  expectations. 

EOAD   CONDITIONS.  '     I 

Exercise  judgment  in  your  selection  of  local  freight  con- 
ductors. They  must  be  first-class  and  permanent  on  the  job. 
They  should  have  some  switching  experience,  or  else  educated 
in  local  service.  Pick  men  who  like  a  local  run,  men  who 
will  be  popular  with  the  local  shipper,  the  local  agent  and  the 
despatchers.  Allow  them  as  much  latitude  as  possible  and, 
if  you  can  do  so,  allow  them  to  select  their  own  brakemen 
from  the  ranks.  Nothing  gives  more  annoyance  than  a  poor 
local  crew.  Have  your  conductors  understand  they  are  in 
charge  of  their  train  from  the  pilot  to  the  caboose,  and  so 
hold  them.  Any  man  can  carry  bills  from  one  terminal  to 
another.  You  want  men  who  are  equal  to  any  emergency — 
who  know  what  to  do  and  how  to  do  it.  Don't  criticize  the 
local  conductor  if  his  judgment  does  not  conform  to  your 
ideas. 

Require  clean  cabooses  and  keep  them  in  good  repair — 
supplied  with  everything  needed  in  any  emergency.  School 
your  conductors  in  accuracy  of  records  and  thus  have  some- 
thing to  be  depended  on  when  needed.  Issue  all  train  books 


ao     HOW  TO  BE  A  FIRST-CLASS  TRAINMASTER. 

yourself  and  require  the  old  ones  turned  in  for  your  per- 
sonal inspection  before  issuing  new  ones. 

Do  not  permit  the  handling  of  cars  over  your  district  without 
proper  billing.  I  do  not  favor  the  card  way  bill.  I  am  firm 
in  the  belief  that  all  billing  should  accompany  the  cars,  both 
on  the  line  and  to  and  from  connections.  Irregularities  in 
billing,  necessitating  the  holding  of  cars,  must  be  handled 
aggressively. 

The  trainmaster  must  know  the  car  capacity  of  all  in- 
dustries on  his  district,  their  daily  output  and  the  service 
rendered.  Have  a  personal  acquaintance  with  the  local 
shipper.  The  local  agents  should  give  you  but  little  concern 
from  a  transportation  standpoint.  The  loading  of  cars  at 
large  terminals  should  be  in  station  order.  All  freight  put 
into  local  cars  should  be  tagged  or  marked,  showing  shipper, 
consignee,  destination  and  contents.  The  agents  at  small 
stations  should  check  all  shipments  from  the  billing  as  un- 
loaded by  the  crew,  noting  condition. 

A  personal  inspection  of  the  warehouses  and  station  and 
premises  should  be  made  at  unexpected  times,  giving  the 
public  portion  of  it  the  same  attention  as  would  a  railway 
commissioner.  See  that  no  car  service  [demurrage]  is  over- 
looked; also  have  an  eye  on  the  per-diem. 

The  trainmaster  should  police  his  district  at  such  points  as 
conditions  determine.  When  on  freight  trains  I  believe  the 
rear  end  better  than  the  head  end  for  general  observation. 
Here  is  a  field  requiring  an  all  seeing  eye — noting  everything 
irregular. 

The  "surprise  check"  is  a  much  discussed  question,  and 
has  its  pros  and  cons.  On  the  whole,  I  support  it.  It  makes 
more  watchful  men  and  it  brings  to  -your  attention  many  ir- 
regularities which  cannot  be  caught  up  with  in  any  other 
way. 

FELLOW     OFFICEBS. 

The  master  mechanic  must  be  your  friend.  He  wants  but 
little  and  has  much  to  give.  On  him  depends  your  switching 
and  train  power.  At  terminals  allow  no  blocking  of  engines 
unnecessarily.  Use  every  effort  for  the  quick  despatch  of 
engines  to  and  from  the  shops.  Don't  overload  your  power 
when  it  is  scarce.  Rely  on  the  engineer  and  the  master 
mechanic.  It  is  not  what  an  engine  should  do,  but  what  it 
will  do  when  needed  the  most. 

The  chief  despatcher  is  your  chief  lieutenant  on  the  inside, 
and  the  trick  despatchers  are  a  part  of  your  family.  Estab- 
lish good  feeling  between  them  and  your  train  forces.  Do 
not  permit  of  intolerant  messages  to  the  men;  such  bring  no 
good  results,  but  weaken  and  discourage.  If  any  reprimands 
are  necessary  give  them  yourself  and  at  the  proper  time  and 


THE  TRAINMASTER'S  DANGERS,  by  Rodman.      21 

place.  Educate  your  conductors  to  keep  the  despatchers 
posted  and  to  give  them  reliable  figures. 

RULES    AND   DISCIPLINE. 

I  believe  conductors  and  engineers  should  stand  100  per 
cent  on  examinations  relating  to  safety.  Class  meetings  for 
the  study  and  discussion  of  the  rules  should  be  held  as  often 
as  possible  or  necessary.  Insist  upon  the  attendance  of  all 
transportation  employees.  Do  not  permit  the  discussion  of 
"catch"  or  irregular  orders.  Adhere  to  the  rules,  and  you  can 
decide  the  question  correctly  and  intelligently.  Discuss  with 
each  man  his  particular  duties,  and  inspire  him  to  their  faith- 
ful discharge. 

In  matters  of  disciplne,  the  best  of  judgment  should  be  exer- 
cised. You  dare  not  be  too  easy,  and  you  must  not  be  too 
severe.  Discipline  is  to  make  better  and  more  careful  men. 
It  is  to  impress  principles  on  the  inexperienced  and  the  care- 
less. You  diagnose  your  case  as  does  the  doctor.  What  Is 
good  medicine  for  one  may  not  be  .good  for  another.  There 
may  be  extenuating  circumstances  with  the  man  or  position. 
I  believe  in  actual  suspension,  but  to  apply  but  very  little  of 
it.  "Fatherly"  talks  bring  out  better  men  and  better  results. 
When  the  man  leaves  you  he  is  some  wiser,  some  better. 
If  this  procedure  has  not  the  desired  effect  then  the  fault  is 
in  the  man,  and  you  become  a  surgeon  instead  of  a  doctor. 

The  "Brown  system"  is  too  much  like  a  patent  remedy — 
good  for  all,  and  all  ailments  alike.  Its  one  redeeming  feature  is 
that  it  never  distresses  a  man  nor  his  family  by  actual  sus- 
pensions. 

Never  parley  with  the  "drunk."  This  reminds  me  of  Super- 
intendent G at  Little  Rock  on  the  "Mountain."  He 

was  troubled  with  one  of  these  "periodical  fellows,"  and  de- 
cided to  dismiss  him  at  the  very  next  offense,  and  wrote  him 
as  follows: 

Mr.  John  W n,  Foreman. 

Dear  Sir : — You  have  one  more  drunk  coming,  but  mind  you  that's 
all.  Yours  truly, 

P.  J.  G n,  Superintendent. 

John  W.  got  drunk  when  the  spell  came  on,  and  Mr.  G. 
"fired"  him.  The  point  was  raised:  Did  he  have  permission 
to  get  drunk?  The  General  Superintendent  decided  that  he 
had,  and  ordered  his  reinstatement,  and  no  more  permits  to 
get  drunk  to  be  given. 

GENERAL. 

The  trainmaster  is  the  key  to  the  operating  department  of 
his  jurisdiction.  The  higher  officers  expect  results  and  not 
excuses;  they  want  the  work  well  done  and  full  value  for  the 
money  expended.  He  should,  therefore,  have  a  working 


'22    HOW  TO  BE  A  FIRST-CLASS  TRAINMASTER. 

•knowledge  of  every  department.  If  he  come  into  the  position 
inexperienced,  then  he  must  rely  upon  his  observations  and 
good  judgment  and  apply  himself  arduously.  As  he  goes  along 
opportunities  will  present  themselves,  enabling  him  to  cor- 
rect defects  and  improve  methods.  The  earnest  and  pains- 
taking trainmaster  will  master  every  detail,  and  thus  will 
secure  the  loyalty  of  his  men,  and  they,  in  return,  will  ask 
only  a  "square  deal." 


A    TRAINMASTER'S    VIEWPOINT. 

BY    FBED.    C.    LETTS. 

Trainmaster  Union  Pacific  R.R.,  Laramie,  Wyo.* 
I  am  neither  misanthropic  nor  a  pessimist,  though  there 
may  appear  a  taint  of  both  in  this  word  picture  of  a  two  years' 
experience  as  a  trainmaster  on  a  heavy  trunk  line.  On  the 
contrary,  my  disposition  is  rather  buoyant,  and  I  am  inclined 
to  look  on  the  bright  side  of  all  things.  Perhaps  a  few  years 
more  and  I  myself  may  look  at  many  of  the  deductions  made 
as  false  or  without  sufficient  foundation  in  fact.  I  am  not 
intending  to  write  about  what  a  trainmaster  ought  to  do;  this 
I  leave  to  others  who  can  better  draw  the  high  ideal.  I  shall 
endeavor  to  depict  that  which  his  environment  compels  him 
to  do,  and  incidentally  hint  at  that  which  the  public,  the  share- 
holder and  the  management  ought  to  do  to  strengthen  his 
hands  and  enable  him  to  become  a  more  efficient  officer. 

It  appears  to  me  now  that  the  position  of  the  trainmaster 
is  vortical  in  railway  activity.  As  those  connected  with  the 
various  branches  of  the  service  go  round  he  gets  from  each  a 
twist  of  greater  or  less  severity.  The  traffic  department 
naturally  complain  of  the  service;  they  say  nothing  is  left  to 
offer  the  shipper  in  solicitation.  The  passenger  department 
oppose  stopping  through  trains  for  local  business,  while  the 
importunities  of  the  rural  population,  to  the  contrary,  backed 
up  by  railroad  commissions,  are  almost  invincible.  In  the 
judgment  of  the  government  post  office  department  and  others 
we  do  not  give  mail  clerks  and  express  messengers  time 
enough  at  stations,  but  in  the  opinion  of  the  superintendent 
of  transportation  too  much.  The  management  want  more  ton- 
nage— the  train  and  enginemen,  and  everybody  else,  including 
the  public,  less.  The  mechanical  department  say  if  we  would 
cut  the  time  at  terminals  and  stations  the  power  would  make  a 
better  showing.  The  claim  department  insist  that  more  time 
should  be  taken  to  obtain  a  dependable  seal  record  and  check 
of  freight  unloaded  at  way  stations.  The  federal  agents  insist 
on  a  very  thorough  inspection  of  safety  appliances  and  air, 
and,  as  a  grand  finale,  our  competitors,  it  is  alleged,  make  a 
much  more  creditable  showing  in  all  these  particulars,  and  we 
are  regaled  with  the  figures  which  seem  to  prove  it,  although 

•Mr.  Letts  was  brought  up  in  Illinois  and  has  served  as  freight 
brakeman,  freight  conductor,  passenger  conductor  and  trainmaster,  hold- 
ing the  last-named  position  on  the  Union  Pacific  for  the  last  two  years. 


24     HOW  TO  BE  A  FIRST-CLASS  TRAINMASTER. 

we  suspect  the  high  mark  of  the  other  fellow  is  the  only  part 
of  his  record  that  is  used. 

All  this  exercises  my  judgment.  If  I  think  I  am  right 
about  any  of  these  propositions  it  is  so  decided,  so  far  as  my 
authority  goes.  Some  of  my  co-ordinates  say  I  am  obstinate, 
but  I  figure  that  if  I  am,  to  succeed,  it  must  be  solely  on  my 
own  judgment.  If  that  is  good,  I  am  all  right;  if  bad,  the  sooner 
I  find  it  out  the  better  for  both  the  company  and  myself. 

This  part  of  the  work  is  the  lure  of  the  rail;  its  fascina- 
tions are  irresistible.  There  are  developed  every  hour  new 
and  interesting  problems.  The  older  officials  tell  me  that  1 
shall  soon  find  it  in  the  files;  that  it  all  comes  around  in 
cycles,  and  that  there  is  nothing  new,  even  in  railroading. 

Shortly  after  my  promotion  I  resigned  from  the  order  of 
railway  conductors,  as  I  made  up  my  mind  at  once  that  I 
could  not  ride  two  horses.  This  was  done  with  some  reluc- 
tance, and  I  also  felt  the  loss  of  my  "rights,"  upon  which  I 
had  banked  so  much — a  sort  of  accumulated  stock  in  trade 
from  which  I  could  hardly  have  been  jarred  loose  by  any  ordi- 
nary upheaval  of  official  wrath  or  financial  company  misfor- 
tune. I  was  fortified  by  seniority  and  a  membership  in  the 
O.  R.  C. — stock  at  this  time  worth  more  than  100  per  cent.,  as 
there  was  a  new  run  going  on  which  would  have  given  me  an 
opportunity  to  move  to  Terre  Haute — something  my  wife  and 
I  had  speculated  on  frequently. 

I  began  to  realize,  after  one  or  two  accidents  had  occurred, 
that  I  was  now  responsible  for  all  the  trains  instead  of  one, 
and  that  such  occurrences  were  looked  upon  by  the  manage- 
ment as  entirely  unnecessary  and  always  avoidable;  and 
further,  that  under  the  rules  in  effect  every  one  concerned  was 
at  fault,  and  it  was  up  to  me  to  lay  about  in  a  wild  sort  of 
way  in  the  application  of  the  whip  of  discipline. 

I,  as  well  as  nearly  all  of  the  other  trainmen,  had  conceived 
the  idea,  from  my  train  experience,  that  the  discipline  as 
usually  administered  was  unfair.  I  also  had  read  a  great 
deal  about  the  American  railroads  comparing  unfavorably  with 
the  European  roads  in  casualties. 

My  father  had  been  an  engine  driver  in  Scotland.  I  had, 
before  his  demise,  absorbed  something  of  the  foreign  practice, 
both  orally  and  from  copies  of  the  rules  he  had  brought  with 
him  from  the  old  country.  I  thus  became  imbued  with  the  idea 
that  our  American  fault  was  more  in  the  "divided  responsi- 
bility," which  had  a  strong  tendency  to  influence  the  train 
and  enginemen  to  take  chances.  They  could  figure  that  in 
case  of  trouble,  the  organization,  the  divided  responsibility,  the 
political  and  social  influences  and  personal  persuasion  would  in 
some  way  carry  them  through;  and  it  was  a  fact  that  one  or 
the  other,  with  very  few  exceptions,  did  actually  accomplish 
what  was  expected  in  this  direction. 


A  TRAINMASTER'S  VIEWPOINT,  by  Letts.        25 

"Chip"  Smith,  one  of  the  best  freight  conductors  on  the 
division,  coming  north  with  the  stock  pick-up,  was  hit  in  the 
Stoneville  yard  by  a  following  freight  not  under  control  in 
yard  limits.  I  discharged  the  engineer  and  took  no  action  with 
the  conductor.  The  testimony  indicated  clearly  that  Smith's 
crew  was  chaining  up  a  car,  which  required  their  combined 
effort.  They  had  finished  and  were  just  starting  when  the 
following  train,  taking  it  for  granted  that  Smith's  train  must 
be  further  ahead,  came  into  the  yard  too  fast  and  was  unable 
to  stop  before  striking  the  way  car.  Smith  dropped  off  and 
swung  his  hand  lantern,  but,  of  course,  this  could  not  be  seen 
as  far  as  the  tail  lights.  The  engineer  acknowledged  his  re- 
sponsibility, but  said  it  was  a  "trap";  if  he  had  been  flagged 
he  would  have  stopped  in  plenty  of  time;  air  was  working 
good,  but  had  not  expected  to  find  them  still  in  the  yard  at 
Stoneville. 

My  attention  was  called,  before  the  papers  were  filed,  to 
Rule  106,  "Take  the  safe  side,"  etc.,  and  a  few  others  by  which 
I  ought  to  have  held  Smith  and  the  rear  brakeman,  who,  by 
the  way,  had  his  arm  wrenched  trying  to  get  the  car  chain 
around  the  center  pin,  and  was  in  the  hospital.  I  had  sent 
him  out  some  flowers,  which  promised  to  further  embarrass 
me  in  case  I  was  compelled  to  discharge  him  when  he  re- 
ported for  duty. 

My  explanation  to  the  superintendent  was  that  a  crew  could 
not  do  switching  in  yards  and  keep  a  flagman  out  in  both 
directions;  that  crews  did  not  do  so  in  practice,  and  were  only 
expected  to  do  so  when  an  accident  occurred,  which  was  un- 
fair. Evidently  this  went  in  one  ear  and  out  the  other.  After 
I  had  made  a  lengthy  argument  on  the  equities  of  discipline, 
he  said :  "Young  man,  when  you  get  some  more  experience  you 
will  learn  that  it  is  easier  to  hold  'em  all." 

I  soon  got  into  another  rest-breaking  complication.  Still 
in  pursuit  of  the  old  country  theory  of  preventing  accidents 
before  they  happen,  I  found  it  necessary  to  discharge  engineer 
Smithers  for  insubordination.  For  an  ulterior  reason  he  re- 
fused to  take  an  engine  out,  on  the  pretext  that  it  was  not  in 
a  safe  condition.  I  knew  something  about  the  machine,  and 
after  satisfying  myself  personally  that  the  crown  sheet  was 
all  right  gave  him  another  opportunity  to  go.  He  was  stub- 
born and  made  his  refusal  more  emphatic  than  at  first.  An- 
other man  was  called,  who,  informed  of  all  the  circumstances, 
took  the  engine  to  its  home  terminal  where  a  careful  examina- 
tion was  made  by  experts,  who  pronounced  the  boiler  in  a  safe 
condition.  There  were  a  number  of  staybolts  leaking,  but 
nothing  serious.  We  discharged  Smithers.  The  superintend- 
ent was  with  me  this  time,  as  he  had  some  inside  knowledge 
of  bad  habits  on  part  of  the  engineer.  He  had  warned 
him  once  or  twice  to  discontinue  the  frequenting  of  saloons,. 


26    HOW  TO  BE  A  FIRST-CLASS  TRAINMASTER. 

with  the  effect  only  of  making  him  a  little  more  cautious. 

The  local  committee  took  the  case  up.  I  refused  to  reinstate 
the  engineer.  The  general  superintendent  was  appealed  to  after 
the  superintendent  had  refused  to  reverse  me,  who  sustained 
our  decision.  The  officers  of  the  brotherhood  then  took  the 
case  to  the  general  manager.  It  seemed  Smithers  was  quite  a 
prominent  member  of  the  organization,  and  while  the  men  all 
knew  he  was  addicted  to  the  liquor  habit,  he  forced  them  by 
his  influence  and  will  power  to  fight  his  case  to  the  highest 
court.  It  is  not  ended  yet.  It  has  been  a  fearful  mess.  I 
wonder,  when  I  read  the  motto,  "Friendship  and  Sobriety," 
what  they  are  really  intended  to  represent. 

I  get  along  with  switchmen  as  well,  perhaps,  as  other  train- 
masters do,  but  they  have  certainly  put  some  gray  hairs  in  my 
head.  I  discharged  Bill  Burke  for  leaving  his  engine  on  the 
"spot"  and  visiting  a  saloon  during  working  hours.  This, 
after  a  warning  not  to  do  this  particular  thing  again.  I 
always  make  it  a  practice  to  speak  to  the  men  about  any 
minor  infractions  of  the  rules,  and  never  administer  discipline 
for  violations  of  this  character  until  they  have  had  a  definite 
understanding  with  me  as  to  what  is  required  of  them.  I 
warned  Burke  twice,  and  told  him  the  second  time  plainly  that 
I  would  discharge  him  if  he  was  caught  in  a  saloon  again. 

The  committee  were  in  early  the  next  morning.  We  went 
over  the  case  in  detail;  they  intimated  that  the  officials  drank 
when  they  wanted  to;  that  "Skinny"  Roberts,  another  switch- 
man, had  been  in  jail  for  getting  drunk  and  he  had  not  been 
discharged  (the  legal  department  had  notified  us  he  was  an 
important  witness  in  a  personal  injury  case) ;  Burke  had 
been  recently  the  local  chairman,  and  the  committee  were  sat- 
isfied there  was  something  personal  in  the  matter,  and  so  on; 
and  unless  I  reinstated  him  before  9  o'clock  the  next  morning 
they  would  walk  out. 

I  went  in  to  a  conference  with  the  superintendent  as  soon 
as  they  departed  from  the  office.  It  seems  Bill  had  got  the 
Congressman  from  that  district  to  go  up  and  "make  a  talk" 
for  him.  We  had  some  important  matters  before  Congress, 
and  it  would  not  do  to  antagonize  the  home  contingent.  While 
we  were  trying  to  find  some  way  out  of  the  predicament  the 
parish  priest  was  announced  and  the  superintendent  asked  me 
to  remain  during  the  interval,  divining  that  it  had  something 
to  do  with  the  Burke  case. 

The  reverend  gentlemen  was  really  sincere.  Mrs.  Burke  had 
begged  him  to  intervene;  she  had  taken  in  washing  to  clothe 
the  children  and  keep  them  in  school;  her  husband  gave  them, 
out  of  each  month's  wages,  only  enough  to  pay  the  rent  and  a 
part  of  the  grocery  bills.  Since  he  had  been  discharged  Burke 
had  been  morose  and  disagreeable,  taunting  the  family  con- 
cerning their  religion,  and  telling  the  wife  if  the  priest  did 


A  TRAINMASTER'S  VIEWPOINT,  by  Letts.        27 

not  do  something  for  him  quickly  he  would  move  them  all  to 
Mexico  or  Alaska;  in  fact,  had  commenced  selling  some  of  the 
household  goods,  ostensibly  for  this  purpose,  but  quite  likely 
to  obtain  whisky.  The  girls  were  bright  and  quick,  as  were 
the  boys,  and  Father  Parde  was  quite  sure  if  the  family  could 
be  kept  together  for  a  year  or  two  longer  they  would  be 
able  to  support  themselves. 

Burke,  of  course,  promised  him  to  let  liquor  alone,  and 
while  the  priest  did  not  have  much  confidence  in  his  keeping 
such  promise  he  would  consider  it  a  personal  favor  if  we  would 
overlook  the  offense  this  time. 

Well,  Bill  went  back  on  his  engine,  and  all  the  crews  were 
working  at  9  a.m.,  much  to  the  relief  of  the  traffic  department, 
who  stood  to  lose  some  competitive  business  they  had  just 
secured. 

A  few  weeks  after  this  one  of  the  switch  engines  struck  a 
street  car,  causing  a  fatality,  and  the  coroner's  jury  brought 
in  a  verdict  censuring  the  officials,  as  it  was  indirectly  testified 
to  that  there  was  only  one  ground  man  on  the  engine.  The 
accident  occurred  near  the  brewery.  I  was  glad  it  was  not 
Burke's  engine. 

As  these  events,  with  their  kaleidoscopic  combinations,  pre- 
sented themselves  to  my  experience,  I  began  to  wonder  less 
why  the  American  railways  had  more  accidents  than  those  of 
other  countries.  It  came  back  to  me  repeatedly  that  which  my 
father  had  told  me  of  the  impatience  of  the  British  public 
with  mistakes,  and  how  careful  he  had  been  to  always  drive  his 
engine  with  absolute  control,  as  against  avoidable  accidents. 
He  had  finally  met  with  misadventure,  the  solution  of  which 
required  the  combined  mental  efforts  of  the  "guinea  pigs,"  as 
the  managing  directors  are  called  (for  the  reason,  as  he  ex- 
plained, that  they  received  a  guinea  for  each  meeting,  which, 
in  the  opinion  of  the  thrifty  Scot,  were  a  bit  too  frequent).  He 
lost  his  position  and  migrated  to  America,  where,  fortu- 
nately, as  a  machinist  he  was  able  to  secure  employment. 
He  never  drank,  smoked  or  indulged  in  any  habits  that  affected 
his  mental  alertness,  nor  did  he  grieve  over  his  dismissal  as 
much,  perhaps,  as  would  have  been  the  case  had  it  occurred 
later  in  his  experience.  I  had  often  heard  him  say,  as  he 
examined  the  work  reports  in  the  roundhouse,  or  observed  some 
of  the  shortcomings  of  our  engineers:  "Aye,  well,  lad,  dinna 
ye  ape  them,  the'  'ill  mind  the  rolls  bitter  wen  the  coontrey 
ages  a  wee  bit."  *  *  * 

We  have  departmental  organization,  so  that  I  am  busy  ac- 
cumulating information  for  the  superintendent  as  to  the  weak- 
ness of  the  power,  which,  I  understand,  he  uses  to  combat 
the  mechanical  superintendent,  who  attributes  the  engine 
failures  to  sidetrack  delays.  These  are  generally  furnished 
him  by  the  road  foreman  of  engines,  who  reports  to  him 


28     HOW  TO  BE  A  FIRST-CLASS  TRAINMASTER. 

direct.  We  are  able  in  this  way  to  shift  a  great  deal  of  our 
responsibilities  back  and  forth.  Sometimes  we  get  friendly 
and  put  it  on  to  the  coal  in  the  winter  and  on  to  the  mainte- 
nance of  way  department  in  the  summer,  when  they  are  doing 
much  new  work.  The  engineering  department  is  in  charge  of 
the  track,  so  that  the  superintendent  quite  readily  accepts 
the  latter  explanation,  but  at  the  top,  I  gather  from  occasional 
rumblings,  it  creates  friction.  If  it  would  give  us  smoother 
track  this  would  be  immaterial,  but  it  doesn't. 

I  have  gained  experience  in  the  last  year.  The  first  year 
required  a  little  more  effort  than  usual  on  the  part  of  those 
I  am  supposed  to  supervise  in  bringing  me  to  the  proper  state 
of  discipline.  I  know  the  chairmen  of  all  the  committees,  their 
strong  and  weak  points.  I  am  more  crafty  in  getting  together 
my  cases  calling  for  discipline.  The  longer  I  study  the  stand- 
ard code  the  more  I  become  impressed  with  its  ingenuity.  It 
is  like  the  Koran,  in  that  I  can  find  something  between  its 
mystic  covers  that  will  convict  anyone  subject  to  its  govern- 
ment, of  any  offense,  if  I  can  prove  he  was  in  that  vicinity 
when  the  incident  occurred.  Likewise  the  chairman  of  the 
accused  man's  committee,  by  the  same  token  will  show  that  I 
am  wrong;  he  will  nail  this  down  by  precedents,  or  prove  that 
I  myself  saw  a  violation  of  the  rule  and  took  no  action,  which 
naturally  led  the  men  to  understand  that  it  was  a  sort  of 
dead  one. 

In  this  way  we  go  around  watching  each  other  for  an  open- 
ing, in  a  sort  of  sparring  match,  figuratively  speaking — careful, 
both  of  us,  to  keep  within  our  rights,  for  fear  of  reversal. 
The  men  applaud  or  criticize  their  champion  as  his  work 
seems  to  merit.  He  dislikes  to  lose  a  case  as  much  as  I.  He 
has  an  advantage,  being  on  the  defensive,  and  I  am  often  com- 
pelled to  overlook  infractions  of  good  practice,  if  not  of  rules, 
on  account  of  not  sufficient  evidence  to  make  my  case  im- 
pregnable. As  the  chairman  are  all  paid  a  salary  they  are,  of 
course,  expected  to  overlook  nothing  of  interest  to  their 
clients. 

Instead  of  an  irresistible  impulse  to  obey  and  do  the  right, 
there  is  a  marked  and  growing  tendency  among  the  men  to 
take  up  all  the  slack  and  to  obtain  as  much  as  possible  in 
return  for  the  special  assessments  and  heavy  dues.  In  fact, 
a  great  many  men  could  not  be  held  in  the  brotherhoods 
except  for  the  understanding  that  the  money  thus  expended  is 
an  assurance  against  discipline. 

Being  on  a  transcontinental  line,  I  have  some  good  oppor- 
tunities to  talk  with  railway  officials  passing  over  our  line. 
I  am  always  much  interested  in  those  from  foreign  countries. 
From  them  I  learn  that  the  inherent  disposition  to  obey  is  of 
great  assistance  in  managing  their  properties,  as  well  as  their 
ability,  on  all  occasions  to  command  expert  substitutes.  *  *  • 


A  TRAINMASTER'S  VIEWPOINT,  by   Letts.       29 

Coming  so  recently  from  the  ranks  I  am  quite  familiar  with 
the  caboose  stove  talk,  and  that  of  the  lodge  room,  the  round- 
house and  the  switch  shanty.  Do  not  railway  officials  know 
that  90  per  cent,  of  the  intellectual  effort  of  those  who  have 
to  do  with  the  operation  of  the  trains  and  engines  is  along 
the  lines  of  "shoving  it  off  on  the  other  fellow?"  The  train 
despatcher  and  the  train  and  enginemen  occupy  the  same 
relative  positions  as  those  of  the  cat  and  the  dog  in  the  animal 
world!  I  am  kept  fairly  busy  lubricating  the  friction.  The 
telephone  despatching  has  taken  some  of  the  burden  off  my 
shoulders  in  this  respect.  Now,  when  Jones  wants  to  run  the 
stock  cars  at  Van  Dike  the  despatcher  calls  him  to  the  'phone 
and  in  a  conciliatory  tone  of  voice  (which  could  not  have  been 
transmitted  by  Morse)  informs  him  that  no  partiality  is  in- 
tended; unless  the  cars  can  be  got  to  Kokomo  by  4  p.m.,  he  ex- 
plains, the  G.  T.  Q.  will  get  the  shipment;  engine  No.  56,  fol- 
lowing is  on  one  side,  and  when  No.  58  ahead  passed,  the 
order  had  not  been  placed.  The  apology  is  generally  accepted, 
and  the  cars  are  picked  up  without  knocking  in  a  drawhead. 

There  is  another  thing  about  the  telephone  that  pleases  me. 
I  carry  a  pocket  receiver  and  plug  in  at  any  of  the  stations, 
where  I  can  listen  to  the  train  orders  and  other  business  per- 
taining to  the  movement  of  traffic,  often  picking  up  informa- 
tion of  value,  and  thereby  acquiring  a  closer  insight  into  what 
is  going  on.  This  makes  up  for  my  deficiency  in  telegraphy, 
which  I  had  previously  felt  keenly. 

I  am  going  to  make  some  despatchers  out  of  conductors.  I 
have  one  or  two  carrying  the  receivers  now  to  ascertain  if 
they  are  likely  to  develop  the  train-moving  knack.  They  ought 
to  be  a  valuable  acquisition  to  the  office.  From  them  teleg- 
raphers can  absorb  practical  information  as  to  the  things 
usually  out  of  their  mental  horizon. 

If  I  can  now  discover  a  way  of  curing  the  misconstruction 
of  rules  and  bulletins,  lessen  the  side-stepping  and  acrobatic 
mentality  by  which  they  are  twisted  into  diametrically  oppo- 
site viewpoints,  depending  upon  whose  ox  is  gored,  I  shall  feel 
that  I  am  making  progress. 

The  disposition  of  the  men  to  obey  is  regulated  to  a  great 
extent  by  the  law  of  supply  and  demand.  Jobs  are  just  now 
hard  to  get,  and  my  time  is  less  taken  up  with  the  discipline — 
the  most  important,  complex,  perplexing,  unsatisfactory  and 
disagreeable  duty  I  have  to  perform. 

I  find  the  despatchers  hard-working,  loyal  and  ambitious. 
There  is  an  inclination  on  their  part  to  push  things  along 
by  verbal  instructions  or  messages,  which  I  find  must  be  abso- 
lutely restricted  to  the  "19"  or  "31"  orders,  so  that  there  shall 
be  no  loophole  in  case  of  accident. 

The  16-hour  law  bothers  everyone.  This,  with  the  28-hour 
law,  the  safety  appliance  act,  the  quarantine  law,  the  full  crew 


30    HOW  TO  BE  A  FIRST-CLASS  TRAINMASTER. 

law,  and  a  dozen  or  so  others,  keep  the  despatchers  in  a  fret, 
and  all  of  us  busy  explaining.  There  are  243  laws,  state, 
municipal  and  federal,  that  have  to  do  with  my  duties  directly 
and  indirectly,  to  say  nothing  of  the  laws  of  the  organizations, 
some  of  which  have  assumed  the  proportions  of  "Compiled 
Statutes."  I  bump  into  I.  C.  C.  inspectors,  dodge  thos,e  of 
the  Agricultural  department,  and  am  interviewed  by  repre- 
sentatives of  the  Department  of  Justice.  Men  representing 
the  state  railway  commissions  are  becoming  more  common, 
and  the  pure  food  inspectors,  marshals,  sheriffs  and  smaller 
fry  are  everywhere  aroused  to  the  necessity  of  regulating 
the  railways.  We  make  numerous  and  prodigious  reports  to 
nearly  all  of  them,  and  then  are  called  upon  to  explain  this, 
that  or  the  other,  which,  to  the  layman,  appears  incongruous; 
but,  after  painstaking  effort  to  show  that  the  incident  was 
unavoidable,  our  explanation  is  generally  accepted. 

A  considerable  part  of  my  time  is  employed  in  obtaining 
evidence  to  defend  the  company  from  prospective  judicial  har- 
assments,  the  most  of  which  never  materialize.  It  takes  too 
much  expert  and  valuable  time  from  supervision  and  amounts 
to  little,  from  a  corrective  standpoint. 

If  I  keep  out  of  jail  and  my  home  is  not  absorbed  in  a  fine 
some  unlucky  day,  I  am  going  to  Russia  for  a  month  or  two 
next  year,  where  I  can  fill  my  lungs  with  some  comparatively 
free  air. 

If  I  were  asked  to  deduct  from  my  experience  the  best  prac- 
tice, and  that  which  would  enable  a  trainmaster  to  render 
through  those  with  whom  he  is  directly  connected,  the  highest 
grade  of  efficiency,  I  would  unhesitatingly  say:  "Eliminate 
from  the  standard  code  rules  those  that  are  ambiguous  or 
manifestly  placed  there  solely  to  enable  the  railway  to  shift 
its  responsibilities."  In  administering  discipline,  first  and 
above  all,  apply  the  Golden  Rule.  The  man  at  fault  should  be 
diligently  and  intelligently  sought  out  and  his  responsibility 
definitely  and  irrevocably  fixed,  confining  it,  ordinarily,  to  OHO 
individual  and  seldom  to  more  than  one  crew.  Hold  the  con- 
ductor for  the  acts  of  his  brakemen  and  the  engineer  for  the 
fireman,  but  give  them  the  necessary  authority  to  enforce 
obedience.  Gently  but  firmly  push  back  all  sympathetic,  social, 
political  or  religious  interference.  Let  the  officials  who  em- 
ploy the  men  apply  the  discipline  and  then  refrain  from  criti- 
cism or  reversals.  They  may  make  mistakes,  but  not  nearly 
so  many  as  will  be  made  by  those  further  removed  from  the 
cause  and  effect.  *  *  *  Abolish  un-American  principles, 
relegating  the  spies  to  barbarism  and  despotic  forms  of  gov- 
ernment. Cultivate  a  high  sense  of  honor  in  both  officials  and 
men.  This  is  priceless,  but  has  been  partially  destroyed  by 
nagging  and  unwarranted  interference. 


^ 

•F  TMC 

UNIVERSITY 

Of 


THE   TRAINMASTER'S    FUNCTIONS. 

This  composite  chapter  consists  of  paragraphs  selected  from 
the  writings  of  Messrs. — 

John  T.  Finerty,  Assistant  Trainmaster,  Del.,  Lack.  &  West. 

S.  A.  Covington,  Col.  &  So.  Ry. 

W.  E.  Burk,  Trainmaster,  Vandalia  Line. 

J.  F.  Russ,  Trainmaster,  Missouri  Pacific. 

W.  C.  Morse,  Superintendent,  Missouri  Pacific. 

F.  C.  Syze,  S.  I.  Rapid  Transit  and  Bait.  &  O.  R.R. 

W.  H.  Simms,  Vice-President,  Phila.  &  Western. 

W.  B.  Gormley,  Trainmaster,  Pennsylvania. 

W.  F.  Thiehoff,  Superintendent,  Chic.,  Bur.  &  Qy. 

F.  B.  Turner,  Master  of  Trains,  Louisville  &  Nash. 

F.  E.  Bolte,  Passenger  Trainmaster,  St.  L.  Ter.  R.  R.  Assoc. 

C.  K.  Miller,  Trainmaster,  Cin.,  N.  Or.  &  Tex.  Pac. 

V.  R.  C.  King,  Trainmaster,  Atlantic  Coast  Line. 

V.  V.  Boatner,  Trainmaster,  Yazoo  &  Miss.  Val.  R.R. 

W.  M.  Wardrop,  Trainmaster,  Penna.  Lines  West. 

PERSONAL    QUALIFICATIONS. 

An  eminent  railway  officer  once  said  that  two  positions  most 
dimcult  to  fill  are  those  of  track  foreman  and  trainmaster.  To 
become  a  good  trainmaster  one  requires  lusty  health,  a  fair 
education,  perseverance,  patience,  keen  intuitions  and  an 
abundance  of  moral  courage.  He  must  be  temperate,  love 
worli,  possess  a  high  sense  of  justice  and  a  penetrating  knowl- 
edge of  human  nature.  He  must  have  robust  common  sense, 
be  imbued  with  high  ideals  and  actuated  by  sound  convic- 
tions. To  every  man  is  given  an  opportunity  to  do  something 
worth  while,  but  the  life  of  a  trainmaster  abounds  in  such 
opportunities. 

Health  is  the  first  requisite,  for  he  must  exercise  intense 
effort  and  prolonged,  persevering  application,  must  bear  fre- 
quent interruptions,  changes  and  disarrangements  of  his  plans; 
must  be  prompt  and  fertile  in  resources  and  expedients  to 
meet  sudden  demands;  must  calmly  bear  with  irritating  sub- 
ordinates and  superiors;  must  be  able  to  lose  sleep  and  have 
ability  to  keep  a-going  for  long  periods.  He  must  possess  in  a 


32     HOW  TO  BE  A  FIRST-CLASS  TRAINMASTER. 

high  degree  the  genius  of  adaptability  in  order  to  meet  every 
possible  emergency.  Furthermore,  he  must  have  the  courage 
to  exercise  all  his  authority,  and  he  must  not  only  know,  but 
he  must  know  that  he  knows.  Doubt  and  vacillation  can  have 
no  part  in  the  personality  of  a  successful  trainmaster.  He 
is  the  man  of  trained  intelligence  who  plans  the  work,  but  he 
must  also  find  the  men  and  qualify  the  men  to  do  the  work. 
Ill-health  breeds  bias  and  prejudices  and  it  prevents  one  from 
judging  men,  their  motives  and  actions  dispassionately  and 
fairly;  consequently,  one  in  ill-health  is  not  qualified  to  form 
proper  conclusions  as  to  the  worth  and  qualities  of  men  in 
employing  them,  nor  can  he  have  the  balanced  temperament 
that  is  essential  to  fair  and  impartial  decisions  in  investigating 
cases  and  imposing  discipline  upon  employees. 

The  writer  was  assistant  to  a  trainmaster  who  suffered  from 
attacks  of  gout,  when  he  would  be  absent  from  one  to  four 
weeks  at  a  time.  On  his  return,  while  the  demons  were  chasing 
each  other  through  his  system,  he  would  pass  upon  the  accu- 
mulated cases  of  discipline  and  at  times  would  impose  thirty 
suspensions  in  thirty  minutes.  It  was  impossible  for  him  to 
acquaint  himself  with,  the  conditions  and  relations  of  each 
case,  therefore  he  was  unconsciously  unjust  to  the  men  in- 
volved, for  without  knowledge  justice  is  impossible. 

An  ideal  trainmaster  is  a  man  who  has  served  several  years 
as  train  despatcher  and  chief  despatcher,  as  those  duties  carry 
certain  qualifications  and  experience  in  the  operating  depart- 
ment not  easily  gained  in  any  other  manner.  His  being  a  teleg- 
rapher will  be  of  great  assistance  to  him  when  out  on  the  road, 
as  he  can  get  much  quicker  action  than  any  man  who  has  to 
do  his  talking  through  an  operator. 

He  should  be  old  enough  to  have  mature  judgment,  not 
easily  influenced  by  stories  the  men  on  the  road  will  tell  him 
about  the  despatchers'  office,  and  at  the  same  time  be  able  to 
pick  out  any  good  suggestions  that  may  be  made  to  him  by 
the  men. 

He  must  be  able  to  discern  the  probability  of  truth  made  by 
persons  on  trial,  or  interested  in  investigations,  as  at  times 
the  parties  greatly  interested  will  not  always  state  the  facts. 

If  a  man  [of  the  right  character]  has  had  eight  or  ten  years' 
experience  in  the  transportation  department,  and  this  before 
reaching  the  age  of  thirty,  and  if  he  assumes  the  responsibili- 
ties of  the  office  by  the  time  he  is  thirty-five,  we  have  the  basic 
material  for  the  making  of  a  first-class  trainmaster. 

He  should  get  an  early  start,  for  the  reason  that  there  is 
much  to  learn  which  can  be  gained  only  by  practical  experi- 
ence. He  must  also  have  earnestly  aspired  to  the  position, 
which  is  an  indication  of  the  necessary  ambition.  You  cannot 
make  a  first-class  trainmaster;  he  must  make  himself. 

His  knowledge  of  the  rules  and  regulations  should  be  beyond 


THE  TRAINMASTER'S  FUNCTIONS,  Composite.     33 

question.  The  more  thorough  his  knowlege  of  the  fundamental 
principles  of  train  operation  the  greater  will  be  the  respect  in 
which  he  will  be  held  by  his  subordinates,  for  men  in  the 
ranks  quickly  detect  their  superiors'  weak  points,  and  not  a 
few  hasten  to  take  advantage  of  them  at  every  opportunity. 

If  the  chief  train  despatcher  be  chosen  for  the  position  of 
trainmaster,  he  should  spend  his  days  and  nights  on  the  line 
in  the  thickest  of  the  train  work,  rub  shoulder  to  shoulder 
with  the  tried  men  in  the  ranks  and  keep  an  open  mind  for  the 
hints  such  men  give  by  their  actions  and  methods  of  working, 
until  he  has  mastered  the  details  of  field  work. 

Since  a  large  percentage  of  trainmasters  become  superin- 
tendents, and  thence  are  frequently  promoted  to  still  higher 
positions,  the  educational  qualification,  whether  self-obtained 
or  otherwise,  is  an  essential  which  must  be  taken  into  considera- 
tion. The  ever-increasing  tendency  of  railway  work  to  a  more 
scientific  standard  demands  this.  I  know  several  men  whose 
experience  I  envy,  but  who  have  never  risen  above  a  certain 
grade  because  of  their  lack  of  a  good  general  education.  The 
young  men  who  are  occupying  positions  from  which  train- 
masters are  chosen  should  strive  to  their  utmost  to  educate 
themselves  on  as  broad  lines  as  possible. 

A  man  promoted  from  the  despatching  department  should 
Lave  some  experience  in  train  service,  as  it  will  save  him  from 
learning  this  after  being  made  trainmaster.  A  man  not  expe- 
rienced in  train  service  is  not  in  a  position  to  at  all  times 
render  fair  discipline,  for  no  matter  how  fair-minded  he  may 
be  his  lack  of  knowledge  in  this  direction  may  cause  him  to 
give  a  decision  which  would  not  be  considered  fair  to  an  expe- 
rienced trainman. 

While  it  may  not  be  regarded  as  actually  essential  it  is  cer- 
tainly of  considerable  practical  advantage  if  he  is  able  to  de- 
termine, from  personal  knowledge,  when  a  locomotive  is  being 
efficiently  fired  or  handled. 

He  should  be  familiar  with  at  least  the  simpler  rules  and 
practices  pertaining  to  maintenance  of  way  and  structures,  and 
should  have  some  knowledge  of  accounting  to  enable  him  to 
assemble  and  move  traffic  economically.  He  need  not  neces- 
sarily have  special  training  in  either  of  the  three  branches  or 
departments  last  named,  but  can  pick  up  a  fair  working  knowl- 
edge of  them,  if  he  has  interest  enough,  and  if  he  maintains 
friendly  intercourse  with  men  in  charge  of  those  departments. 

The  individual  who  is  ambitious  to  succeed  should  not  tie 
down  to  one  branch  of  the  service,  but  should  be  alert  and 
watchful  of  all  things  in  whatever  department  in  order  to  fit 
himself  for  emergencies  and  overcome  obstacles. 

He  should  never  lose  sight  of  the  need  of  thoroughly  equip- 
ping himself  for  any  emergency,  and  should  be  ready  at  a 
moment's  notice  to  represent  his  company  at  any  meeting 


34     HOW  TO  BE  A  FIRST-CLASS  TRAINMASTER. 

wherein  the  transportation  department  is  interested.  The 
proceedings  of  the  various  associations  of  railway  officers, 
their  rulings  and  disposition  of  cases  brought  before  them 
should  be  well  known  to  him.  The  conditions  of  interchange 
at  the  various  junction  points,  per  diem,  and,  in  fact,  every 
item  pertaining  to  the  increased  revenue  accruing  from  the 
prompt  movement  of  cars  should  be  thoroughly  understood. 

A  trainmaster  with  the  bulletin  habit  is  always  productive 
of  dissatisfaction  in  the  train  service,  and  particularly  if  he 
feels  it  necessary  to  reissue  instructions  periodically.  An 
order  once  issued  remains  in  effect  until  its  purposes  have  been 
accomplished  or  it  has  been  recalled;  and  to  repeat  it  adver- 
tises the  failure  on  the  part  of  those  whom  it  affects  to  observe 
its  provisions  and  a  lack  of  proper  supervision  on  the  part  of 
the  official  charged  with  enforcing  it. 

OFFICE    WORK. 

Usually  when  a  practical  man  is  first  promoted  to  the  posi- 
tion of  trainmaster  he  finds  it  rather  difficult  to  write  his 
views  and  ideas.  He  is  able  to  tell  you  all  about  it,  but  to 
express  it  in  writing  is  hard  on  him,  and  truthfully  so,  for  his 
former  occupation  was  not  devoted  much  to  writing.  This  is 
the  obstacle  he  should  try  to  overcome  before  embarrassing 
circumstances  arise. 

I  remember  the  first  report  I  dictated,  or  rather  tried  to 
dictate.  I  signed  my  name  under  the  title  "trainmaster,"  in- 
stead of  between  it,  and  "yours  truly."  I  really  thought  it 
was  all  right.  Describing  the  details  of  my  work  on  paper 
was  my  most  difficult  duty,  but  I  grasped  every  correction  in 
my  sentences  until  it  became  easier  for  me.  A  man  so  situated 
should  observe  closely  the  language  of  his  superiors,  read  dur- 
ing his  spare  time  and  study  the  reports  of  others  who  have 
had  better  opportunities.  Some  day  he  is  liable  to  be  delegated 
to  represent  the  superintendent  at  a  meeting  or  conference, 
and  he  should  be  able  to  represent  him  well.  This  is  one  of  the 
most  important  elements  that  make  him  first  class. 

A  first-class  trainmaster  should  keep  his  office  in  his  hat  if 
he  is  anxious  to  produce  the  results  expected  of  him.  In  other 
words,  he  should  be  continually  out  nosing  around,  figuring 
on  changes  that  will  effect  improvement  and  getting  them  in 
substantial  form  for  consideration  at  the  next  change  of  time- 
table. The  management  is  always  looking  for  increased  serv- 
ice with  less  expense.  A  trainmaster  who  thinks  he  can 
familiarize  himself  with  the  many  complex  details  of  an  up- 
to-date  railway  by  transacting  his  business  from  the  office 
makes  a  serious  mistake. 

He  should  have  access  to  all  reports  sent  to  the  superintend- 
ent pertaining  to  the  movement  of  trains,  so  that  he  will  be  in 
touch  with  what  is  going  on  and  in  position  to  apply  the  proper 
remedy  without  having  the  superintendent  bring  the  matter  to 


THE  TRAINMASTER'S  FUNCTIONS,  Composite.    35 

his  attention,  which,  at  times,  to  say  the  least,  is  embarrassing. 

See  that  your  clerk  is  a  capable  man,  and  under  no  circum- 
stances allow  your  correspondence  to  be  neglected.  Requests 
for  replies  to  telegrams  and  letters  are  embarrassing  to  you 
and  may  be  to  your  superior,  as  he  may  be  waiting  upon  in- 
formation from  you  before  he  can  advise  his  superior. 

Take  a  good  railway  paper  and  study  it.  Inform  yourself 
thoroughly,  bearing  in  mind  that  promotions  come  to  those 
who  are  qualified.  Be  loyal  to  your  superior.  His  success  is 
your  success. 

EMPLOYING    NEW    MEN. 

Few  realize  the  splendid  opportunity  open  to  them  in  the 
employment  of  men.  The  pressing  need  of  the  moment  often 
serves  as  the  excuse  for  admitting  undesirable  men  to  the 
division.  Then  follows  not  only  an  increase  in  car  damage 
and  property  loss,  but  also  a  general  disaffection.  With  the  gen- 
eral recognition  by  the  railway  companies  of  the  employees' 
organizations  and  the  right  of  their  committees  to  have  a  hear- 
ing, it  becomes  hard  to  get  rid  of  unworthy  and  incompetent 
employees.  In  admitting  men  to  the  service  temporary  incon- 
veniences in  order  to  make  a  discriminating  choice  is  there- 
fore better  than  immediate  relief  at  a  heavy  later  expense. 

It  is  imperative  on  the  trainmaster  to  select  clean,  whole- 
some, well-disposed  men,  who  are  fit  to  associate  with  decent 
men.  While  a  passenger  conductor  the  writer  was  stirred  with 
a  sense  of  shame  and  indignation  because  of  a  few  common, 
drunken,  vulgar  counterfeits  of  men  who  held  equal  rank  in 
the  service.  The  appointment  of  such  men  as  passenger  con- 
ductors was  an  insult  to  every  self-respecting  man  in  the 
service  and  a  disgrace  to  the  company  who  employed  them.  The 
writer  was  once  given  a  man  as  passenger  flagman  who  had 
been  discharged  from  the  U.  S.  Army,  afllicted  with  chronic 
asthma,  but  as  he  was  a  brother  of  a  train  despatcher,  the 
trainmaster  employed  him  as  a  passenger  brakeman  and  after- 
ward made  him  flagman.  The  poor  fellow  was  about  as  fit  to 
run  as  he  was  to  fly,  and  he  was  absolutely  unfit  to  be  trusted 
witn  the  protection  of  a  train  in  a  snowstorm.  The  sympathies 
of  the  trainmaster  were  commendable,  but  they  should  not 
have  overruled  his  judgment  and  inflicted  upon  the  service  a 
man  who  was  incompetent. 

All  employees  who  are  hired  and  examined  by  your  depart- 
ment should  be  examined  by  you  personally,  and  this  should 
never  be  left  to  your  clerk. 

The  employment  of  trainmen  should  be  done  by  the  train- 
master personally  and  not  left  to  a  clerk,  except  when  there  ia 
a  regular  employment  bureau. 

He  will  do  well  to  work  on  the  principle  that  he  is  employing 
conductors  and  engineers,  as  each  brakeman  or  fireman  em- 
ployed should  be  eligible  for  promotion.  The  beet  results  will 


36     HOW  TO  BE  A  FIRST-CLASS  TRAINMASTER. 

be  got  from  men  who  live  on  the  line  of  road,  and  it  is  best,  as 
a  general  rule,  to  employ  inexperienced  men  and  train  them. 
The  following  order  in  employment  of  brakemen  will  hold 
good: 

1.  Men  who  have  had  some  experience  as  a  car  repairer  or 
inspector.    Such  men  will  have  a  knowledge  of  equipment  and 
will  be  more  careful  than  a  man  with  no  knowledge  of  the 
dangers  from  this  source. 

2.  The  brakeman  or  conductor  from  small  roads  in  the  same 
locality.    Such  a  man  moving  from  a  small  to  a  larger  road 
will  feel  that  he  has  something  to  learn  and  will  go  at  it  with 
enthusiasm. 

3.  Section  men  of  sufficient  education  who  have  been  found 
to  be  honest. 

4.  Station  helpers,  freight  checkers  or  handlers.     Such  men 
will  be  especially  adapted  for  local  freight  service. 

5.  Men  of  character  off  adjoining  farms  who  have  sufficient 
education. 

6.  Any  other,  in  preference  to  the  experienced  "rounder," 
who  will  start  some  kind  of  trouble  before  he  gets  settled. 

All  men  employed  should  have  a  fair  education  and  be  able 
to  write  a  legible  hand,  as  a  great  deal  depends  on  being  able 
+o  make  legible  records.  Men  of  families  are,  of  course,  pref- 
arable. 

RELATIONS  TO  SUPERIORS. 

Be  loyal  to  superior  officers.  Confer  with  them  on  all  mat- 
ters of  importance  and  profit  by  their  suggestions  and  experi- 
ence. I  once  knew  a  trainmaster  who  made  a  dismal  failure 
and  disorganized  a  division  by  suggesting  to  employees  in  his 
department  who  had  been  disciplined  that  the  old  man  had 
decided  to  do  so-and-so,  but  in  his  opinion  it  was  too  severe. 
He  not  only  lost  the  respect  of  the  trainmen,  but  created  endless 
dissatisfaction  among  them  and  was  finally  reduced. 

Never  pass  papers  to  the  superintendent  with  the  words 
"please  note"  or  "herewith  report  of  so-and-so,"  or  "I  attach 
result  of  investigation  of  accident  to  so-and-so,"  without  ex- 
plaining in  detail  just  what  was  brought  out  by  the  investiga- 
tion and  summing  up  the  evidence  as  a  lawyer  would  present 
his  case  to  a  jury. 

Never  fail  to  ask  the  superintendent  for  what  is  needed  to 
properly  handle  the  division  in  the  way  of  additional  help  or 
facilities,  and  be  just  as  ready  to  reduce  the  forces  when  it  can 
be  done. 

It  is  the  practice  on  many  roads  to  require  trainmasters 
to  ride  all  special  passenger  trains,  trains  carrying  officers' 
cars  and  trains  hauling  important  freight,  etc.,  and  the  writer 
has  known  of  instances  where  a  trainmaster  had  instructions 
to  ride  more  than  one  train  at  the  same  time.  The  efficient 
trainmaster  does  not  need,  and  should  not  be  given,  posiUve 


THE  TRAINMASTER'S  FUNCTIONS,  Composite.     37 

instructions  as  to  his  movements,  but  should  be  kept  posted 
regarding  important  movements  and  allowed  to  control  his  own 
plans.  He  will  have  sufficient  judgment  to  do  the  proper  thing. 

A  good  chief  despatcher  is  the  most  important  official  a 
superintendent  can  have,  and  he  can  make  and  save  more 
money  than  any  other  subordinate  official  in  the  service. 

He  should  work  in  closest  harmony  with  the  trainmaster, 
as  the  success  of  one  depends  greatly  on  the  other.  He 
should  be  equal  in  authority  with  the  trainmaster,  although  he 
is  the  most  important  necessity  of  the  two.  Chief  despatchers 
should  go  over  the  road  frequently  and  inspect  and  supervise 
station  and  telegraph  service,  and  should  have  sufficient  force 
to  allow  this  without  crippling  the  service. 

The  trainmaster  must  be  a  defender  of  his  superior  officers 
and  their  policies;  he  must,  for  instance,  know  how  to  assuage 
the  injured  feelings  of  the  station  agent,  as  well  as  patrons, 
who  can  see  no  good  reason  for  the  further  postponement  of 
the  proposed  new  station  building  to  take  the  place  of  the 
present  "buzzard  roost."  He  must  get  in  behind  the  round- 
house force  at  the  point,  for  instance,  where  only  the  canopy 
of  heaven  serves  for  a  roof,  and,  instead  of  joining  the  chorus 
of  knockers,  endeavor  to  convince  them  that  there  are  good 
reasons,  and  give  them  the  reason,  if  possible,  why  such  con- 
ditions are  not  remedied.  He  must  always  be  alert  to  allay,  if 
possible,  the  friction  between  employees  or  departments,  keep 
after  the  knockers,  point  out  to  them  the  futility  of  knocking, 
how  it  impairs  the  service  and  how  infinitely  more  it  impairs 
the  knocker. 

He  should  be  so  thoroughly  familiar  with  every  portion 
of  his  division  that  he  can  say  off-hand  whether  or  not  a  new 
idea  is  worth  trying  out.  It  is  the  man  who  studies  conditions 
and  tries  to  adopt  or  change  practices  that  will  effect  economy 
for  the  company  and  reflect  credit  on  his  superiors  that  is 
valued. 

He  should  keep  in  pretty  close  touch  with  the  maintenance 
of  way  department,  and  heartily  co-operate  with  it  in  all 
changes  that  affect  the  handling  of  traffic. 

While  you  are  essentially  a  transportation  officer,  yet  you 
should  familiarize  yourself  with  the  workings  of  your  allied 
departments — the  mechanical  and  maintenance  of  way — keep- 
ing your  eyes  and  ears  open  for  pointers  that  will  be  of  great 
benefit  to  you  in  the  future — perhaps  in  a  few  days.  Whenever 
you  see  conditions  in  other  departments  that  should  be  cor- 
rected, do  not  hesitate  to  call  the  attention  of  the  division 
heads  to  them,  and,  if  of  importance,  the  attention  of  your 
superior  also.  Disasters  have  been  known  to  be  averted  in  this 
manner.  Work  closely  and  in  harmony  with  other  depart- 
ments, as  friction  between  heads  of  departments  never  resulted 
in  good  for  any  company. 


38     HOW  TO  BE  A  FIRST-CLASS  TRAINMASTER. 

RELATIONS     TO    SUBORDINATES. 

Invite  suggestions  and  weigh  each  one  carefully.  Do  not 
have  "Private"  stenciled  on  your  door  in  "box  car  letters." 

I  remember  quite  well,  when  I  had  only  been  trainmaster 
a  short  time,  a  conductor  came  to  the  office  with  a  letter  that 
I  had  written  censuring  him  for  an  error  in  judgment,  and 
said:  "You  can  certainly  write  the  most  sarcastic  letters  of 
any  official  I  ever  worked  under."  I  asked  him  to  sit  down 
and  we  would  read  the  letter  and  discuss  it.  We  did  so,  I 
explaining  my  views  and  intentions  when  writing  the  letter, 
and  he  his  interpretation  of  the  meaning.  It  so  happened  that 
he  received  the  letter  after  making  a  hard  trip  on  short  rest 
and  when  he  had  been  without  a  square  meal  for  twelve  hours. 
He  felt  that  he  had  a  grievance  anyway,  and  the  criticism  was 
the  finishing  blow.  I  asked  him  to  take  the  letter  home  with 
him  and  get  a  good  rest  and  have  his  wife  cook  him  a  good 
meal  and  then  sit  down  and  read  the  letter  while  he  smoked. 
The  result  was  he  came  back  next  day  and  said:  "Well,  that  letter 
wasn't  so  bad  to  take  on  a  full  stomach."  However,  the  inci- 
dent put  me  on  my  guard  and  taught  me  to  thereafter  use  such 
language  in  a  letter  as  would  explain  to  the  offender  his  viola- 
tion and  suggest  a  remedy  without  offending  the  most  sensi- 
tive. 

Another  thing  I  found  a  necessity.  Never  criticize  an  em- 
ployee in  the  presence  of  another.  If  anything  goes  wrong 
suggest  some  remedy  to  the  individual  at  the  time  and  then  ask 
him  to  come  to  the  office  and  go  over  the  matter  thoroughly. 
Listen  to  his  explanations  and  weigh  them  carefully,  deciding 
the  case  after  considering  conditions  and  circumstances  and 
administer  discipline  necessary  without  humiliating  the  em- 
ployee before  any  other  employee.  Especially  does  this  refer 
to  passenger  employees,  for  two  reasons:  One,  the  traveling 
public  should  never  be  allowed  to  overhear  discussions  of  fail- 
ures to  properly  perform,  and  the  other,  passenger  employees 
should  give  their  entire  attention  to  the  handling  of  their 
train  and  administering  to  the  needs  and  comforts  of  pas- 
sengers on  the  train.  Many  a  man  has  sacrificed  his  position 
to  retain  his  self-respect  as  he  saw  it  from  looking  at  one  side 
only. 

He  must  have  the  knack  of  teaching  the  things  best  suited 
to  the  service  on  the  particular  railway  or  division  of  the  rail- 
way on  which  he  is  employed  and  have  his  instructions  car- 
ried out  by  employees  in  his  department,  teaching  them  loy- 
alty and  interest  in  their  work  that  they  may  bring  success 
to  the  operation  and  credit  to  themselves  and  the  officers  of 
their  division  and  system.  To  do  this  he  must  first  have  the 
confidence  of  employees  in  his  ability  to  teach,  and  be  firm  in 
requiring  each  individual  to  give  particular  attention  to  the 
details  of  the  work.  If  the  little  things  that  seem  unimpor- 


THE  TRAINMASTER'S  FUNCTIONS,  Composite.     89 

tant  to  the  Individual  are  watched  closely  and  the  attention 
of  each  employee  is  called  to  the  violation  of  rules  and  in- 
structions promptly  and  courteously,  failures  explained  at 
length,  suggestions  made  as  to  how  to  avoid  a  recurrence  and 
the  responsibility  of  each  clearly  defined,  he  can  in  a  short 
time  find  out  the  competent,  careful  and  conscientious  employee 
as  well  as  the  careless  and  unscrupulous. 

You  should  know  each  of  your  men  by  name;  study  them  in- 
dividually so  as  to  know  their  weak  points.  Always  greet 
them  pleasantly,  calling  each  man  by  name  every  time  you 
meet,  and  whenever  an  opportunity  presents  itself  (in  a 
friendly  conversation,  if  possible),  relate  experiences  or  anec- 
dotes that  show  up  the  weakness  of  others,  that  will  show  the 
person  spoken  to  his  own  weak  points  and  will  set  him  to 
thinking,  and  thus  do  more  good  than  to  attack  him  direct. 
Show  them  the  importance  of  being  always  vigilant  for  the 
welfare  of  the  company;  teach  them  that  whatever  is  to  the 
company's  interest  is  to  their  , interest;  to  make  friends  of 
all  of  the  patrons  by  impressing  upon  them  how  glad  we  are 
to  get  their  business.  Make  them  understand  that  it  will  not 
do  to  violate  rules  in  order  to  accommodate  anyone  asking  a 
special  favor.  In  refusing,  it  should  be  done  in  a  quiet, 
gentlemanly  manner,  explaining  why  their  request  cannot  be 
granted.  When  on  the  road  with  trainmen  make  yourself 
one  of  them  by  helping  to  do  their  work  whenever  an  oppor- 
tunity presents  itself.  This  will  show  them  that  you  know 
how  and  can  do  the  work  yourself;  will  prevent  shirking  or 
offering  flimsy  excuses  when  their  work  does  not  come  up  to 
your  requirements.  When  they  make  a  wrong  move,  let  them 
finish  it  their  own  way  (if  not  too  far  wrong,  and  then 
show  them  how  it  should  have  been  done.  Discuss  it  freely 
so  as  to  show  that  your  only  object  is  to  get  it  done  in  the  best 
and  quickest  manner. 

Keep  a  watch  over  enginemen.  See  that  they  do  their  part  of 
the  work  properly.  In  a  friendly  manner  call  their  attention 
to  improper  whistle  signals,  especially  as  to  the  abuse  of  blow- 
ing too  often  and  too  long.  Call  attention  to  the  mis- 
use of  air-brakes. 

Care  should  be  taken  to  see  that  all  train  and  enginemen 
get  sufficient  rest  and  plenty  to  eat.  I  have  fed  quite  a  num- 
ber of  train  and  enginemen  when  on  long  runs,  often  doing 
the  cooking  myself  in  the  caboose  while  they  were  doing 
their  station  work,  and  when  the  next  station  was  reached  they 
worked  like  new  men;  and  thus  (the  most  important  point) 
you  get  close  to  men. 

At  Christmas  time  try  and  show  your  trainmen  some  special 
attention,  such  as  annulling  local  freights,  arranging  call  of 
slow  freights  so  as  to  let  as  many  as  possible  be  at  home 
for  dinner.  If  practicable,  make  them  some  inexpensive,  useful 


40     HOW  TO  BE  A  FIRST-CLASS  TRAINMASTER. 

present,   such  as   memorandum   books  or   time-table   holders. 

Labor  organizations  have  come  to  stay  where  they  are  led 
by  intelligent,  conservative  men,  and  will  abide  carefully  by 
all  agreements  entered  into.  They  are  a  benefit  and  not  a 
hindrance  and  greatly  simplify  the  matter  of  handling  large 
bodies  of  men.  It  is  true  that  all  labor  organizations  do  not 
meet  these  tests,  but  the  railways  are  fortunate  in  having  to 
deal  with  some  of  those  which  do  come  up  to  the  highest 
standard  of  reliability;  whose  representatives  not  only  speak 
fully  for  their  constituents,  but  can  also  be  of  inestimable 
benefit  in  preventing  misunderstandings  by  disseminating 
clear,  accurate  information  on  their  part  to  the  men. 

Where  the  discipline  is  so  thorough  that  the  official  dignity 
of  the  officers  is  not  lessened  by  very  close  and  friendly  con- 
tact with  the  men,  and  where  the  men  have  well-developed 
esprit  de  corps  and  faith  in  the  integrity  of  their  superiors,  it 
is  possible  to  deal  with  the  men  through  their  representatives 
on  subjects  tending  toward  progress  and  efficiency. 

A  sore  place  in  a  man's  heart  heals  but  slowly. 

Be  very  slow  about  discharging  anyone  unless  for  drinking 
or  insubordination  (which  must  never  be  tolerated),  realizing 
that  discharging  an  employee,  especially  a  man  of  family, 
makes  him  move,  breaks  up  his  home  temporarily  and  works 
a  hardship.  But  when  absolutely  necessary  to  discharge  a 
man,  help  him  to  get  a  position  on  another  road. 

When  a  man  is  careless  and  not  giving  desired  results,  call 
the  man  to  the  office  and  have  a  heart-to-heart  talk  with  him, 
showing  that  his  position  depends  wholly  upon  the  service 
rendered,  and  put  it  up  to  him  to  improve  or  be  dismissed. 
Such  handling  will,  if  the  man  be  the  right  kind,  bring  him 
out.  If  he  is  not  the  right  kind  of  a  man,  he  should  be 
dropped  from  the  service,  as  no  trainmaster  can  afford  to 
carry  any  dead  material  in  the  machine. 

Endeavor  to  employ  young  men  with  good  education  and 
good  habits,  and  turn  down  every  young  man  for  a  position 
with  the  cigarette  signs  on  his  fingers. 

New  men  who  have  had  no  experience  as  brakemen  should 
be  placed  with  the  best  conductor  to  learn  the  road  and  duties 
of  a  brakeman,  and  should  be  required  to  remain  with  him  for 
a  sufficient  time  to  get  the  foundation  for  the  rules  of  care- 
fulness and  safety.  They  should  not  be  crammed  full  of  long- 
winded  lectures,  but  allowed  to  learn  from  observation  and  ex- 
perience. After  they  have  got  a  start  in  this  way  they  will 
then  be  benefited  by  short  talks  from  the  trainmaster,  on  a  few 
subjects  at  a  time,  and  the  trainmaster  will  usually  be  able  at 
this  time  to  determine  whether  or  not  he  has  the  right  man. 

Make  it  a  rule  to  observe  seniority  in  promotion  where 
merit  and  ability  are  nearly  equal.  Make  it  as  far  as  you  can 
worth  while  for  the  men  to  stay,  remembering  that  continual 


THE  TRAINMASTER'S  FUNCTIONS,  Composite.     41 

changes  in  the  personnel  are  costly,  and  the  valuable  men  are 
the  stayers.  When  it  does  become  necessary,  on  account  of 
greater  ability  or  merit,  to  put  a  junior  man  in  a  preferred 
position,  take  the  pains  to  explain  to  the  senior  man  why. 
Come  out  in  the  open  and  be  frank  and  honest  with  your 
men.  There  is  no  virtue  which  will  win  the  respect  and  admi- 
ration of  men  like  that. 

Always  bear  in  mind  that  in  the  ranks  are  specialists,  so  to 
speak,  in  their  different  callings,  and  that  a  man  who  is  pro- 
ficient cannot  be  fooled  by  one  who  is  not.  The  trainmaster 
makes  a  mistake  when  he  starts  off  with  the  idea  that  because 
he  ought  to  know  more  than  he  does  he  must  make  others 
think  so.  This  is  not  an  uncommon  mistake.  It  is  fatal,  for 
he  fools  no  one  but  himself,  and  loses  the  respect  of  his  men. 
He  also  loses  the  chance  for  acquiring  knowledge  in  which  he 
is  deficient. 

Loyalty  is  a  reciprocal  proposition;  you  must  pay  the  price 
for  it,  not  only  in  wages,  but  in  just  treatment.  A  sort  of 
dogged  obedience  may  be  enforced  for  a  time,  but  that  is  not 
loyalty,  and  without  loyalty  good  service  is  impossible.  You 
may  be  able  to  make  a  man  submit  to  an  injustice,  but  you 
can  never  convince  him  that  it  is  right  to  do  so.  It  is  just  as 
necessary  to  sow  the  right  kind  of  seed  for  loyalty  as  it  is  to 
plant  corn  for  corn,  or  cotton  for  cotton.  Men  cannot  be 
loyal  and  discontented  at  the  same  time,  and  they  will  be 
discontented  while  injustices  are  practised. 

See  to  it  that  under  ordinary  conditions  the  forces  are  suffi- 
ciently recruited  to  allow  a  reasonable  percentage  of  extra  men, 
so  that  requests  to  be  absent  from  duty  may  be  readily  granted 
when  made  in  the  proper  manner.  Consideration  should 
always  be  given  to  all  reasonable  requests,  for  experience  has 
-proved  that  where  the  extra  list  is  not  large  enough  to  permit 
the  days  off  as  requested,  not  a  few  men  will  take  the  chances 
of  reporting  "sick"  or  of  resorting  to  some  other  subterfuge 
which  has  a  demoralizing  effect.  On  the  other  hand,  I  have 
known  cases  where  these  bad  effects  have  been  entirely  eradi- 
cated when  the  men  learned  that  there  was  a  sincere  effort 
made  to  grant  all  reasonable  requests. 

Particularly  meritorious  service  by  a  subordinate  should 
have  proper  recognition,  and  where  the  entire  organization 
acquits  itself  with  more  than  ordinary  credit  under  adverse 
conditions,  cause  the  fact  to  be  made  known  in  order  that 
assistants  of  all  ranks  may  have  a  share  in  the  general  sat- 
isfaction. 

A  trainmaster  must  be  honest  throughout,  for  a  man  is 
known  by  the  promises  he  keeps.  Therefore,  he  must  be 
guarded  about  making  promises  or  anything  that  can  be  con- 
strued as  a  promise.  It  requires  courage  sometimes  to  say 
"No,"  but  it  is  better  than  to  delude  one  with  false  promises. 


42     HOW  TO  BE  A  FIRST-CLASS  TRAINMASTER. 

Associated  with  real  honesty  is  courtesy,  and  real  courtesy 
springs  from  the  heart  The  greatest  lie  and  the  one  most  be- 
lieved is  the  superficial  adage  that  "Courtesy  costs  nothing." 
It  costs  a  great  deal.  Cheerfulness  is  essential,  helpful,  and 
thrives  by  diligent  cultivation.  It  is  the  element  most  con- 
ducive to  the  best  individual  and  team  work,  for  it  lubricates 
all  the  relations  and  activities  of  life.  A  grouchy,  grumpy, 
disgruntled  trainmaster  will  have  a  seething  streak  of  hell 
running  through  all  the  ramifications  of  a  division,  for  bad 
dispositions  are  as  infectious  and  as  pestilential  as  smallpox, 
and  on  a  railway  they  are  as  demoralizing  as  whisky — ruin- 
ous to  business  and  individuals. 

Be  as  ready  to  defend  men  against  injustice  or  harsh  dis- 
cipline as  he  is  to  enforce  observance  of  rules,  because  rail- 
way men,  particularly  those  who  have  to  deal  with  the  public, 
are  frequently  subjected  to  insult  when  they  cannot  defend 
themselves,  and  are  not  infrequently  unjustly  charged  by  in- 
considerate people  with  offenses  of  which  they  are  not  guilty. 

The  trainmaster  can  do  more  than  probably  anyone  else  to 
preserve  the  team  play  of  the  organization.  Besides  being  a 
member  of  the  superintendent's  team,  he  is,  of  course,  captain 
of  his  own  team — a  kind  of  'varsity  scrub,  as  it  were.  His 
team  is  made  up  of  assistant  trainmasters  (if  any),  yard- 
masters,  trainmen,  yardmen  and  clerks.  He  must  see  that 
they  play  the  game  and  they  will  be  ever  watchful  to  see 
how  he  plays  his  part  on  the  big  team. 

BELATIONS    TO    THE    PUBLIC. 

In  dealing  with  the  public  the  trainmaster  has  unlimited 
possibilities  for  good  or  evil.  A  large  portion  of  the  public 
have  a  tendency  to  resist  railway  instructions.  A  privilege 
once  extended  to  the  public  is  almost  impossible  to  withdraw. 
It  is  claimed  as  a  right.  People  are  so  imbued  with  the  idea 
that  the  railways  discriminate;  that  the  slightest  inadvertent 
privilege  to  meet  some  local  condition  may  cause  embarrass- 
ment at  points  far  removed.  It  is  therefore,  best  for  any  train- 
master to  understand  the  legal  aspect  of  all  questions  affecting 
the  public  before  he  renders  any  decision,  to  the  end  that  his 
orders  may  be  in  accordance  with  the  law.  If  he  follows  this 
course  he  will  save  himself  many  unpleasant  situations  and 
the  company  much  hostile  criticism.  The  greater  his  knowl- 
edge of  all  laws,  both  federal  and  state,  which  concern  a 
common  carrier,  the  greater  his  efficiency. 

The  trainmaster  has  occasion  to  handle  diplomatic  matters 
with  the  smaller  stations  and  firms,  and  should  therefore  en- 
large his  acquaintance  as  much  as  possible  along  the  road.  In 
this  way  he  can  frequently  render  good  service  to  his  company. 
He  should  be  in  close  touch  with  the  agents  and  see  to  it  that 
they  place  the  company  in  the  proper  light  before  the  public. 

Have  very  little  to  say  to  newspaper  reporters,  but  endeavor 


THE  TRAINMASTER'S  FUNCTIONS,  Composite.    43 

to  keep  in  such  close  touch  with  shippers  and  patrons  of  the 
road,  BO  that  they  will  come  to  the  trainmaster  with  their 
complaints  instead  of  taking  them  up  with  the  president. 

When  out  on  the  road  agents  and  customers  with  whom 
you  will  come  in  contact,  will  raise  questions  which  are  en- 
tirely out  of  your  department — questions  with  which  you  are 
not  familiar  and  cannot  satisfactorily  answer.  See  to  it  that 
you  make  a  note  of  these;  either  find  out  about  them,  so  that 
when  next  in  the  vicinity  you  can  explain;  or  else  see  that 
someone  connected  with  your  road  in  the  proper  department 
makes  a  personal  call  and  gives  the  desired  information. 
You  can  make  or  lose  a  friend  for  your  company  by  attending 
to  or  neglecting  it. 

INSTBUCTION  AND  DISCIPLINE. 

The  attainment  of  a  high  degree  of  discipline,  although 
difficult,  is  practicable  if  the  trainmaster  receives  proper  sup- 
port from  his  superiors.  To  obey,  men  must  understand 
clearly  what  is  required  of  them.  It  therefore  follows  that 
close  supervision  to  compel  unfailing  obedience,  and  intelligent 
instruction  to  enable  the  men  to  give  this  obedience,  are  alike 
indispensable.  The  necessity  for  supervision  is  generally 
recognized  and  employed,  but  the  use  of  instruction  varies 
with  the  intelligence  and  education  of  the  instructor. 

Every  irregularity,  however  small,  should  be  handled,  as  the 
mere  handling  constitutes  discipline  and  is  an  unconscious, 
but  effective,  warning  of  ever-present  supervision.  It  does  not 
follow,  however,  that  punishment  should  follow  every  irregu- 
larity, even  if  the  responsibility  is  clearly  proved  as  the 
greatest  distinction  should  be  drawn  between  wilful  offenses 
and  all  other  offenses.  Wilful  offenses  should  be  met  with 
merciless  punishment,  whereas  the  handling  of  others  should 
be  governed  by  the  individuality  of  the  man  and  his  previous 
record.  Two  recent  cases  investigated  at  the  same  time  fairly 
well  illustrate  the  distinction  just  drawn.  One  man,  acting 
as  flagman,  with  nothing  against  his  previous  record,  who  was 
found  asleep  by  the  conductor  when  the  train  pulled  into  a 
siding,  was  instantly  dismissed,  in  spite  of  earnest  pleading 
of  overwhelming  drowsiness  caused  by  fever  which  he  claimed 
to  have  had  before  leaving  the  terminal.  He  had  had,  how- 
ever, full  rest  before  being  called  and  could  easily  have  ob- 
tained relief  if  he  had  asked  for  it.  When  he  felt  drowsy  he 
should  have  notified  the  conductor,  who  could  have  taken  steps 
to  guard  against  that  nightmare  of  responsible  railway  men, 
an  open  main  line  switch.  For  the  sake  of  a  very  small  sum 
he  had  placed  thousands  of  dollars  of  property  and  human  life 
in  jeopardy.  The  other  man,  a  baggagemaster,  with  nothing 
against  his  previous  record,  frankly  admitted  that  in  some  In- 
explicable manner  he  had  put  a  piece  of  baggage  off  at  the 
wrong  station,  which  only  the  quickest  kind  of  tracing  had 


44     HOW  TO  BE  A  FIRST-CLASS  TRAINMASTER. 

been  able  to  locate  in  order  to  avoid  a  heavy  claim,  and  he 
had  no  excuses  to  offer.  Firm  in  the  belief  that  the  error  was 
due  to  one  of  the  freakish  twists,  to  which  the  best  minds  are 
subject,  and  that  punishment  would  only  hurt  the  pride  of  an 
ambitious  man,  the  incident  was  at  once  closed,  with  an  ad- 
monition to  use  all  possible  care  to  guard  against  a  recur- 
rence. 

Collective  instruction  is  almost  invariably  satisfactory  in  its 
results,  especially  when  there  is  time  for  general  discussion, 
as  it  brings  out  the  views  of  many  different  minds,  and,  by 
enabling  the  instructor  to  perceive  where  the  subject  is  least 
understood,  permits  him  to  apply  the  remedy  at  once.  In  the 
same  way  oral  examination,  although  there  must  be  a  limit  to 
the  number  being  examined,  in  proportion  to  the  thorough- 
ness desired  in  the  examination,  allows  the  examiner  sufficient 
knowledge  of  the  proficiency  of  the  men,  but  still  permits  him 
to  remedy  any  deficiency  on  the  spot. 

Men  who  are  good  teachers,  with  the  knack  of  making  their 
pupils  quickly  grasp  their  meaning,  and  what  is  even  more 
important,  hold  it,  are  few;  but  an  efficient  trainmaster  must 
have  it.  Before  making  any  attempt  at  individual  or  collective 
instruction  the  opportunities  that  the  men  have  had  for  ac- 
quiring information  on  the  subject  to  be  discussed  should  be 
taken  into  consideration,  for  the  trainmaster  frequently  has 
taken  part  in  the  arguments  leading  up  to  the  adoption  of  a 
particular  method  of  execution,  whereas  the  men  have  only  had 
the  short,  terse  instructions  in  their  unrelieved  directness. 
The  next  step  should  be  to  realize  how  little  the  instructor 
himself  could  retain,  if  he  were  hearing  the  subject  discussed 
for  the  first  time,  and  then  estimate  the  relative  ability  of  the 
men  in  retentiveness  as  compared  with  his  own  ability. 
Although  there  is  considerable  difference  of  opinion  as  to  the 
relative  merits  of  individual  and  collective  instruction,  and, 
although  I  have  found  that,  sometimes  one,  sometimes  the 
other,  best  serves  the  purpose,  the  recent  instructions  issued 
on  a  certain  subject  by  nearly  all  railways,  constituting  a 
formidable  mass  of  information  to  be  quickly  digested,  made  it 
plain  that,  on  such  occasions,  large  class  meetings  alone  would 
enable  the  trainmasters  to  reach  all  the  men.  After  careful 
perusal  of  the  instructions  it  was  very  clear  that,  in  the  lim- 
ited time  at  my  disposal,  it  would  be  impossible  to  make  the 
men  remember  all  the  details,  so  I  decided  to  summarize  the 
entire  subject  in  such  a  way  that,  if  possible,  it  would  be 
understood  sufficiently  to  enable  the  men  to  know  where  to 
turn  in  the  printed  instructions  for  all  doubtful  points, 
and,  by  emphasizing  the  salient  features,  I  tried  to  ensure  their 
being  memorized.  If  I  had  not  mapped  out  this  plan  before- 
hand, and  had  attempted,  paragraph  by  paragraph,  to  explain 
everything  in  detail,  I  should  never  have  finished  within  the 


THE  TRAINMASTER'S  FUNCTIONS,  Composite.    45 

allotted  time,  and  the  men  would  have  forgotten  everything 
I  had  told  them.  As  it  is  now,  I  have  a  series  of  well-under- 
stood sections  to  work  upon  for  a  more  elaborate  whole. 

The  trainmaster  who  listens  to  the  soothing  call  of  per- 
sonal popularity,  and  who  weighs  any  action  by  the  effect  it 
may  have  on  such  personal  popularity,  is  building  his  citadel, 
discipline,  on  shaky  foundations.  In  conducting  investiga- 
tions and  arriving  at  a  conclusion  it  is  as  much  to  the  interest 
of  a  railway  company  to  have  a  trainmaster  protect  the  in- 
terests of  the  men  as  it  is  to  have  its  own  interests  protected. 
Thereupon  follows  that  indefinable  and  subtle  something  called 
esprit  de  corps. 

Lack  of  system  militates  more  than  anything  else  against 
a  hijh  standard  of  discipline,  for  if  small  details  are  not  taken 
up,  classified  and  definitely  arranged  for  with  a  view  to  a 
specified  method  of  handling,  there  can  be  no  thorough  in- 
struction of  the  men  who  cannot  therefore  be  expected  to 
obey. 

In  administering  discipline,  never  take  hasty  action  or  snap 
judgment;  never  place  the  superintendent  in  the  embarrassing 
position  of  being  unable  to  support  you.  Do  not  allow  tech- 
nical or  catch  questions  to  be  brought  up,  but  the  practical, 
every-day  duties  of  a  man  in  the  transportation  department. 

To  the  end  that  team  work  may  be  developed  to  the  highest 
degree,  work  up  a  good-natured  rivalry  by  means  of  com- 
parisons; hold  frequent  staff  or  class  meetings,  where  you 
will  bring  out  by  discussion  the  object  of  the  different  rules, 
as  well  as  a  clear  and  uniform  interpretation  and  understand- 
ing of  them;  call  on  the  men  to  point  out  any  rule  or  rules 
in  the  code  which,  in  their  judgment,  should  be  modified  or 
eliminated.  Failing  in  this  they  necessarily  acknowledge 
the  importance  of  the  strict  observance  of  same.  This  puts  the 
matter  right  home  to  them.  Review  any  accident  that  may 
have  occurred  since  the  last  meeting,  and  point  out  where  the 
observance  of  certain  rules  would  have  avoided  it. 

The  trainmaster  must  sometimes  arouse  his  men  to  have 
them  achieve  better  results.  Some  men  only  need  a  sugges- 
tion; others  an  appeal  to  their  honor  and  sense  of  justice, 
while  with  others  a  good  scare  is  better  than  good  advice. 
It  is  possible  to  be  quite  right,  and  at  the  same  time  quite  disa- 
greeable, and  in  the  main  we  awaken  in  others  the  same  atti- 
tude of  mind  that  we  hold  toward  them. 
INSPECTION. 

He  should,  if  possible,  cover  his  division  each  week 
on  local  freight,  as  this  is  his  best  inspection  train,  stopping 
at  all  stations;  it  gives  him  the  opportunity  to  properly  in- 
spect them. 

Make  notes  of  the  errors  made  and  put  them  before  all  of 
your  men  in  a  circular  form,  omitting  names  and  places. 


46     HOW  TO  BE  A  FIRST-CLASS  TRAINMASTER. 

Show  what  the  results  would  have  been  had  each  man  con- 
cerned done  his  full  duty. 

Look  out  for  delayed  cars,  especially  at  non-agency  stations. 

Make  periodical  check  of  terminal  yards  and  go  through  the 
shop  yards  (if  in  your  charge)  to  see  that  light  repair  cars 
get  their  turn. 

Make  an  inspection  of  cabooses  and  lockers  at  least  once 
every  three  months  to  check  up  monthly  reports  required 
from  conductors. 

The  trainmaster's  movements  should  be  so  uncertain  that 
the  men  will  not  be  surprised  to  find  him  at  any  station,  day 
or  night.  This  fact  alone  will  keep  them  on  the  lookout  to 
properly  carry  out  the  rules  and  obey  instructions. 

Like  a  good  district  attorney  he  should  know  the  law  and 
have  some  ability  as  a  cross-examiner,  because  some  men  lie; 
some  evade  the  truth  to  shield  others,  but  will  not  lie  out- 
right. Some  will  neither  deliberately  lie  nor  evade  the  truth, 
but  will  not  tell  all  they  know  because  they  do  not  realize 
the  essential  points  or  have  poor  descriptive  powers. 

Thoroughly  familiarize  yourself  with  your  assigned  terri- 
tory, covering  all  of  it,  including  main  line,  branches  and  ter- 
minals, at  least  once  a  week.  When  on  the  road,  keep  your 
office  and  the  chief  despatcher  minutely  advised  as  to  your 
whereabouts,  present  and  future,  and  if  any  change  in  plans, 
notify  headquarters  immediately.  This  is  absolutely  neces- 
sary, as  oftentimes  it  is  required  that  you  be  located  for  im- 
portant business  without  delay. 

It  is  necessary  that  bulletins  and  special  instructions  be 
issued,  but  they  should  be  curtailed  as  much  as  possible  and 
gotten  up  in  the  most  simple  and  plain  language,  so  that  your 
employees  may  understand  readily  and  without  difference  of 
opinion.  Carefully  examine  your  bulletin  boards  or  books 
when  passing  over  the  line,  to  see  that  all  bulletins  are  con- 
tained therein  and  that  dead  ones  are  removed.  Whenever 
possible  approve  all  bulletins  and  special  instructions  before 
allowing  them  to  be  sent  out.  Some  highly  important  matters, 
such  as  placing  derailing  switches  on  main  line  or  passing 
tracks,  should  not  be  depended  upon  for  safety  by  simply 
posting  up  a  mail  bulletin  on  bulletin  boards.  A  regular  "31" 
train  order  should  be  put  out  and  receipts  taken  from  your 
train  and  enginemen  until  such  a  time  as  it  is  fully  covered, 
when  the  "31"  order  can  be  taken  down  and  signatures  in  your 
bulletin  books  depended  upon. 

ACCIDENTS. 

Train  and  enginemen  should  be  taught  thoroughness  in  mak- 
ing reports.  Too  many  are  prone  to  make  a  short  report  of 
accidents  or  failures  without  giving  the  details.  They  have 
a  mental  photograph  of  the  occurrence,  and  it  seems  to  them 


THE  TRAINMASTER'S  FUNCTIONS,  Composite.    47 

that  the  trainmaster  should  understand  just  how  a  collision 
or  derailment  happened. 

My  first  experience  as  a  trainmaster  was  on  a  division  with 
which  I  was  not  familiar.  I  was  called  out  with  the  wrecker 
to  where  a  train  had  parted  and  run  together,  piling  up  some 
empty  cars.  When  we  arrived  I  instructed  the  wrecking  fore- 
man to  turn  the  cars  over  and  clear  the  main  track,  and  he 
replied:  "We  don't  do  that  here."  I  insisted  that  it  be  done 
and  reported  to  the  superintendent  that  the  track  would  be 
clear  at  a  given  time;  and  then  after  investigation  made  a 
detailed  report  of  the  accident  and  told  the  despatcher  to 
handle  trains  to  the  nearest  point  on  either  side  of  the  derail- 
ment, which  he  did.  The  first  train  was  let  over  within 
fifteen  minutes  of  the  time  that  I  had  named  in  my  report,  and 
I  was  complimented  by  the  superintendent  on  the  "concise 
and  accurate  report"  rendered  and  the  method  used  in  clear- 
ing a  busy  main  line,  and  the  result  gave  me  confidence  that 
has  been  of  assistance  to  me  ever  since. 

The  trainmaster  should  be  able,  from  his  own  knowledge 
and  experience,  to  form  a  reasonable  opinion  and  conclusion 
as  to  how  the  accident  happened.  In  serious  accidents  that 
seem  to  call  for  investigation,  get  the  entire  crew  or  crews 
interested  together,  and  hold  an  investigation,  having  clerk 
write  it  up,  giving  each  employee  copy  of  his  own  statement. 
Insist  that  each  member  of  crew  interested  make  a  statement; 
if  he  knows  nothing  about  the  matter,  let  him  say  so.  He 
cannot  then  come  back  later,  when  a  grievance  committee 
may  be  handling  the  case,  with  any  other  story. 

The  manning  of  the  wrecking  crew,  its  proper  equipment 
with  portable  telephones,  telegraph,  first  aid,  etc.,  and  the 
ability  to  get  it  out  with  absolutely  no  loss  of  time,  detouring 
traffic  and  caring  for  such  as  cannot  be  detoured,  indicate  the 
character  of  a  trainmaster's  organization.  Halting  uncer- 
tainty at  a  critical  moment  costs  the  confidence  of  manage- 
ment and  employees  alike.  It  is  imperative  that  prompt  and 
vigorous  action  be  taken  in  emergencies,  and  upon  the  train- 
master usually  falls  the  duty  of  taking  the  initiative. 

STATIONS. 

A  most  important  thing  to  watch  is  the  condition  of  offices, 
waiting  rooms  and  warehouses.  When  these  are  kept  in  a 
neat,  cleanly  manner  everything  else  is  likely  to  be  done  prop- 
erly. See  that  all  placards  are  removed  when  soiled.  Never- 
theless, observation  should  be  made  frequently  as  to  the 
quality  of  the  work.  It  Is  often  found  that  an  agent  gets 
behind  in  his  work  for  lack  of  system,  letting  his  work  pile 
up  instead  of  doing  it  correctly  as  it  comes  along.  Show  him 
how  time  can  be  saved. 

Careful  watch  should  be  kept  over  operators  to  see  that  they 
make  proper  use  of  all  signals  and  safety  devices.  See  that 


48     HOW  TO  BE  A  FIRST-CLASS  TRAINMASTER. 

they  comply  with  all  rules  relative  to  handling  of  train  orders. 
Night  men  should  be  watched  to  see  that  they  properly  and 
safely  care  for  baggage  and  mail  and  not  leave  them  out. 
Unless  absolutely  necessary,  never  make  use  of  a  Pullman 
berth  on  your  own  division,  nor  make  a  practice  of  riding 
altogether  in  them,  but  spend  a  part  of  your  time  on  different 
parts  of  the  train. 

Note  anything  that  is  wrong  around  the  station,  window- 
glass  out,  door  fastenings  gone,  holes  in  platform,  condition 
of  freight  room,  office  and  waiting  rooms,  and  insist  upon 
cleanliness  and  things  being  kept  in  proper  order.  See  that 
agent  or  operator  is  supplied  with  proper  signals,  wears  his 
uniform  when  time  to  sell  tickets  or  meet  passenger  train; 
that  trash  is  not  allowed  to  accumulate  back  of  the  depot  or 
out  buildings.  Keep  sharp  lookout  for  foreign  cars.  If  loaded, 
get  after  agent  to  have  them  released,  and  at  any  time  when 
cars  are  scarce,  see  that  any  loaded  cars  are  released  promptly. 
Look  after  baggage  trucks  and  keep  them  repaired.  Note 
whether  or  not  switch  lights  and  train  order  signals  are  kept 
clean  and  burning  brightly. 

Study  very  carefully  the  movement  of  loads  and  empties, 
consulting  frequently  with  your  chief  despatcher  and  superior, 
figuring  your  train  handling  accordingly,  so  that  your  cost  of 
operation  will  be  upon  your  mind,  as  well  as  the  rapid  hand- 
ling of  your  loads  and  the  prompt  placing  of  your  empties  for 
prospective  business.  The  loading  on  your  territory  should  be 
studied  thoroughly  season  after  season,  especially  at  your 
larger  freight  stations,  for  in  doing  so  and  consulting  with 
your  various  agents  you  may  be  able  to  effect  great  improve- 
ment, diminishing  the  number  of  cars  loaded,  time  for  hand- 
ling and,  in  general,  better  this  important  branch  of  service. 


Give  special  attention  to  delays  caused  by  hot  boxes;  drop 
around  in  the  terminal  yards  to  see  what  attention  they  are 
getting  from  the  "car  knockers."  I  have  caught  them  going 
down  one  side  of  a  train  and  back  up  the  other,  not  even 
opening  a  journal  box  unless  there  were  some  outward  indi- 
cation of  heating.  When  taken  to  task  and  the  waste  was 
pushed  up  to  journals  very  few  hot  boxes  would  develop  for 
the  next  150  miles. 

Yardmasters  should  be  schooled  to  figure  out  the  yard  op- 
eration, as  far  as  possible,  a  day  in  advance,  keeping  in  touch 
with  the  chief  despatchers  and  connecting  lines  as  to  the  out- 
look for  business  the  following  twenty-four  hours,  which  can 
in  most  cases  be  closely  estimated.  Yard  engines  and  crews 
are  then  ordered  for  the  following  day  in  accordance  with  this 
estimate.  In  this  manner  great  saving  can,  in  some  cases, 
be  effected  in  yard  engines  and  like  expense,  and  at  the  same 
time  it  has  a  tendency  to  enlarge  the  views  of  the  yardmaster 


THE  TRAINMASTER'S  FUNCTIONS,  Composite.    49 

and  make  him  capable  of  rendering  more  efficient  service. 
Particular  attention  should  be  devoted  to  trains  departing 
promptly  at  the  time  set  for  departure.  Bach  case  of  failure 
should  be  investigated  thoroughly  and  promptly,  defects  reme- 
died and  both  train  and  yard  men  kept  thoroughly  alive  to 
this  important  feature.  This  matter,  as  a  rule,  has  consider- 
able bearing  on  the  success  of  the  trip.  The  despatcher  having 
taken  the  train  at  a  time  when  it  can  best  be  handled,  and  its 
failure  to  depart  at  the  time  set,  usually  results  in  further 
delays  at  meeting  points. 

Employ  good  yardmasters.  A  train  started  on  time  is  an 
inspiration,  while  one  started  late  is  a  discouragement.  Don't 
let  the  call  boy  be  train  and  yardmaster;  he  will  have  all  he 
can  do  if  he  gets  crews  out  on  time.  Make  up  trains  in  sta- 
tion order  at  starting  point  instead  of  expecting  the  next  yard 
to  do  it.  The  yard  was  built  for  the  proper  making  up  of 
trains,  and  a  train  can  often  be  made  up  properly,  if  a  little 
care  is  used,  with  as  little  work  as  otherwise. 

Do  not  make  local  freights  out  of  the  majority  of  your 
trains  simply  to  convenience  a  yard  and  save  them  a  little 
work.  Such  trains  will  cause  an  unnecessary  delay  and  you 
will  lose  in  maximum  train  haul. 

Perfect  a  strong  organization  at  terminals  under  your  juris- 
diction so  as  to  have  a  good  check  on  the  motive  power  and 
employees.  Where  there  are  several  industries  requiring  more 
than  one  engine,  the  work  should  be  properly  distributed  to 
each  engine  and  then  watched  to  see  that  each  engine  performs 
a  good  day's  work,  with  no  overtime. 

PASSENGER    TRAINS. 

Sitting  quietly  in  a  modest  compartment  you  will  frequently 
hear  travelers  telling  of  the  various  ways  they  have  of  beat- 
ing a  conductor.  Put  your  men  on  to  their  methods. 

Know  that  both  conductor  and  flagman  are  posted  on  all  con- 
nections at  each  end  of  their  run  and  at  junctions;  show  them 
the  importance  of  always  being  polite  and  attentive  to  the 
wants  of  passengers,  and  especially  women  with  children. 
Impress  upon  the  train  porter  the  importance  of  keeping  the 
coaches  clean  and  of  giving  special  attention  to  ventilation. 

See  that  road  crews  furnish  in  detail  reports  of  all  de- 
tentions of  ten  minutes,  or  more,  from  time  called  until  engine 
arrives  on  pit  at  end  of  run. 

The  writer  always  felt  that  a  passenger  trainman  should  not 
chew  tobacco,  so  in  employing  young  men  who  graded  Into 
the  passenger  train  service  he  decided  not  to  employ  any 
young  men  who  chewed  tobacco.  He  smoked  moderately,  but 
not  in  the  office  or  on  the  road,  and  to  be  consistent  with  his 
decision  he  gave  up  smoking  altogether.  After  following  this 
method  for  nine  years  he  left  that  arm  of  the  service,  but  dur- 


50     HOW  TO  BE  A  FIRST-CLASS  TRAINMASTER. 

ing  that  time  he  had  employed  several  hundred  young  men, 
who  gave  him  their  word  that  they  did  not  chew  tobacco  and 
would  not  chew  it.  That  was  not  sentimentality .  nor  fanati- 
cism; it  was  simply  an  element  of  common  decency  applied  to 
a  public  service. 

Passenger  and  special  train  service  of  any  character  should 
receive  personal  attention,  as  generally  such  service  is  watched 
by  your  management,  and  you  will  be  called  upon  to  explain 
all  irregularities.  Arrange  to  ride  special  trains  and  regular 
trains,  both  freight  and  passenger,  that  do  not  maintain 
schedule  time,  to  see  that  the  best  possible  service  is  rendered. 

FBEIGHT  TBAINS. 

Early  in  my  career  I  was  called  out  of  bed  one  night  by  the 
jingle  of  the  'phone  and  told  by  the  despatcher  "223  is  crowd- 
ing 271,"  and  asked:  "Shall  I  let  them  pass?"  Two-seventy- 
one  was  the  through  merchandise  run  and  223  a  local  passenger 
train.  The  division  was  new  to  me,  but  in  this  and  similar 
cases  I  always  decided  one  way  or  the  other  and  said  "yes"  or 
"no."  Sometimes  my  judgment  brought  a  protest  from  my 
superior  officers.  But  that  was  easy  as  compared  with  the 
nights  that  the  despatcher  would  say:  "Water  over  the  track 
and  washed  out  between  A  and  B.  Shall  we  detour  the  mail?" 
or  "it's  snowing  hard  and  790  is  doubling  into  X;  engine  about 
out  of  water  (or  coal)  and  stock  on  the  cars  about  the  limit 
required  by  law."  Then  arose  the  question:  "Haven't  you 
a  'dead  freighter'  that  you  can  put  in  at  V.  or  W.  and  use  its 
engine  to  double  head?"  Regardless  of  what  went  wrong, 
unless  in  case  of  accident,  causing  loss  of  life  or  serious  in- 
jury, I  make  it  a  point  to  handle  the  case  without  disturbing 
the  superintendent  during  the  night.  Sometimes  when  I  had 
decided  injudiciously  he  was  kind  enough  to  point  out  wherein 
I  had  failed.  At  other  times  the  results  were  satisfactory, 
and  he  would  say:  "Jack,  you  did  good  work  last  night  in 
handling  so-and-so."  If  I  discussed  any  problem  with  him  I 
made  my  arguments  according  to  my  judgment,  but  after  he 
had  decided  on  a  plan  I  worked  to  that  end,  regardless  of  my 
own  judgment  or  opinion. 

In  keeping  an  organization  in  harmony  for  moving  a  busi- 
ness on  a  division  nothing  has  better  effect  than  first-class  local 
freight  service.  If  local  business  moves  properly  the  through 
business  will  in  turn  move  with  more  ease.  For  that  reason 
particular  attention  should  be  given  to  way  freight  trains. 
The  best  conductors,  flagmen  and  brakemen  should  be  on  these 
trains.  They  will  not  only  keep  down  expense  in  overtime, 
but  will  reduce  claims  from  improper  handling.  They  will 
also  place  the  road  in  better  light  to  patrons  along  the  line 
who  have  to  deal  with  this  class  of  employees.  The  men  best 
adapted  to  handling  this  business  should,  in  all  cases,  be 


THE  TRAINMASTER'S  FUNCTIONS,  Composite.    51 

placed  on  way  freight  trains,  regardless  of  the  rank  in  serv- 
ice. Nothing  takes  more  petty  worry  off  the  trainmaster  than 
first-class  local  freight  service. 

One  of  the  greatest  helps  that  a  trainmaster  can  have  is  good 
and  comfortable  caboose  cars.  These  cars  should  be  so  con- 
structed that  men  can  board  themselves  and  sleep  in  their 
cars,  when  away  from  home,  and  a  safe  storage  track  should 
be  provided. 

Each  crew  should  have  a  regular  car,  and  its  good  condition 
will  do  much  to  keep  men  in  good  spirits,  and  at  work  regu- 
larly, as  they  will  not  want  to  turn  their  car  over  to  extra  men. 
The  best  man  in  any  position  is  the  one  who  has  respect  for 
his  comforts  and  health,  and  a  comfortable  employee  is  one 
who  will  care  for  his  position  and  take  a  personal  interest  in 
his  work.  Such  employee  will  be  less  susceptible  to  bad  influ- 
ences, which,  in  a  trainman's  life,  are  numerous. 

Run  local  freights  on  time  and  clean  up  the  road  each  day. 
A  car  left  over  to-day  may  be  buried  to-morrow  and  take  twice 
as  much  time  to  handle;  besides,  it  has  been  delayed. 

Do  not  overload  trains;  the  last  50  tons  of  any  overloaded 
train  will  cost  you  as  much  as  the  handling  of  the  balance  of 
train. 

Well  and  congenially  organized  crews  will  always  give  best 
results,  and  a  crew  once  well  organized  should  not  be  dis- 
turbed more  than  is  absolutely  necessary. 

Men  should  not  be  allowed  to  lay  off  periodically,  and  those 
who  have  this  inclination  are  not  the  best  men,  as  they  show 
that  they  are  not  interested  in  their  work.  The  best  men  are 
always  those  who  are  interested. 

When  necessary,  for  filling  a  vacancy  in  a  crew  temporarily, 
an  extra  man  should  be  used  instead  of  allowing  regular  men 
to  be  chain-ganged.  The  successful  operation  of  a  train  de- 
pends as  much  upon  the  proper  and  permanent  organization 
of  its  crew,  as  the  operation  of  a  railway  depends  upon  its 
official  organization. 

The  following,  printed  on  a  mimeograph  and  distributed 
among  yardmasters  and  trainmen,  is  a  useful  and  convenient 
way  of  making  and  maintaining  an  assignment: 

"The  following  shows  assignment  of  conductors,  flagmen 
and  brakemen,  caboose  cars,  as  well  as  seniority  of  men,  for 
division. 

"When  necessary  to  fill  vacancies  the  oldest  man,  In  age  of 
service,  should  be  used,  if  such  vacancy  is  permanent;  if  only 
temporary,  the  extra  man  standing  first  out  should  be  used. 

"Caboose  cars  must  be  kept  with  the  crew  to  which  assigned, 
and  when  cars  are  disabled,  making  a  change  necessary,  an 
extra  car  must  be  used. 

"Conductors  and  brakemen  should  not  lay  off  except  in  cases 
of  absolute  necessity,  but  when  it  is  necessary  to  do  so  they 


52     HOW  TO  BE  A  FIRST-CLASS  TRAINMASTER. 


must  make  proper  arrangements  in  sufficient  time  to  allow  the 

proper  filling  of 

their  places." 

ASSIGNMENT  OF  MEN. 

Passenger  Service. 

Conductor.       Age. 
Adams,  J.  W  1 

Flagman.         Age.       Bagg* 
Arnold,  C.  W  2         Smith, 

Igemaster    Age. 
A.  H...    .     3 

Jones,   B.   H  

2 

Jacobs,   M.  H  4        Sellma 

n.  C.  H.  . 

Sampson,  G.  W.. 

3 

Jackson,  C.  N.  .  .  .     1         Johnson.  E.  M.   .    4 

Jessup,   H.   N.  .  . 

4 

Simpson,  T.  H.  .  .    3         Joseph 

,  F.  G...    .     1 

Extra  Passenger. 

Moorehead,  G.  H 

5 

Dixon,  G    C  5        Jacobs 

ff.  H.  .  .     .     R 

Williams,   F.  T.. 

6 

Wilson,  R.  T....    6        Wintergreen,  J.W    6 

Freight  Service. 

Ca-          Con- 

boose,      ductor. 

Age. 

Flagmen.  Age.      Brakemen.     A 

.ge.  Assigned  to 

2002Messer,  C.  L.. 

f 

Jones,  G..     3      Wolf,  R.  M... 

2      No.  51  &  52. 

2001  Marsh,    C.    B. 

2 

Jack,  T.G..    1      Wenn,  T.  J... 

1      No.  51  &  52. 

2004  Max.  G.   H.  .  . 

3 

Coe,  T.  L..    2      Carr,  J.  C.... 

3      No.  53  &  54. 

2003  Moss,  G.    T.. 

4 

Bull,  Y.  G.    6      John,  C.  D.  . 

7      Chain  gang. 

2006  Moore,  R.  E.  . 
2007  Mann,  R.  W.. 

5 
6 

Nort,  R.W.    4      Maxey,  J.  R  . 
Wash,Y.U.    5      Moonney,D.H 

6      Chain  gang. 
4      Chain  gang. 

Extra  Freight. 


Brakemen.  Age 
Dix,  D.  R. .  7 
Masy,  G. . .  10 


Brakemen. 
Dan,  T.  H. . 
Worth.W.R.  11  Jones,  T. . .  12 


Brakemen.  Age. 
Mart,  T.  H.    9 


Ca-        Con- 
boose,    ductor.       Ag 
2005  Dow,  T.  H.     7 

2008  Ward,   G.  H.    8 

2009  John,  G.  .  . .    9 
Issued  July  10,  1909. 

Trainmaster. 

Overtime  and  the  regulating  of  constructive  mileage  has 
ever  been  an  important  factor  in  railway  economy.  A  prac- 
tical trainmaster  should  be  able  to  indicate  the  cause  of  over- 
time more  intelligently  than  anyone  else  connected  with  the 
company,  for  he  is  out  on  the  road  most  of  the  time  and 
knows  just  what  a  crew  is  capable  of  doing,  the  cause  of  un- 
necessary delays  and  is  in  the  best  position  to  apply  a  remedy. 

A  trainmaster  is  bound  to  attract  attention  if  he  watches 
closely  constructive  mileage.  There  are  many  roads  that  pay 
out  large  amounts  of  money  every  month  in  wages,  for  which 
they  receive  absolutely  no  returns.  If  the  trainmaster  is  on 
to  his  job  he  can  reduce  the  cost  of  handling  trains  con- 
siderably. 

MISCELLANEOUS  SUGGESTIONS. 

The  hardest,  best,  most  valuable  training  was  on  small  roads, 
because  the  small  roads  are  lacking  in  resources  and  they 
develop  individual  initiative.  They  are  also  more  closely 
supervised;  the  worthless  man  is  quickly  eliminated  and  the 
good  man  is  soon  recognized  and  appreciated.  An  experience 
on  local  freight  on  a  small  road  gives  a  man  an  excellent 
training.  If  we  got  off  the  track  we  got  on  again;  if  flues 
leaked  we  hunted  mills  for  sawdust  or  bran  or  confiscated  rice 
from  a  local  car  and  pumped  it  into  the  boiler;  we  tackled 
anything  and  everything;  made  double  flying  switches,  coupled 
without  stopping  and  passed  thirty  and  forty  car  trains  on 
ten-car  sidings.  If  a  confirmed  loafer  was  assigned  to  a  crew 
he  was  left  at  some  way  station.  No  laggard  or  loafer  could 
live  with  those  intrepid,  daring,  energetic  fellows;  the  atmos- 
phere was  too  highly  surcharged  for  his  comfort.  But  every 


THE  TRAINMASTER'S  FUNCTIONS,    Composite.   63 

man  had  a  fair  deal,  and  if  one  was  really  ill  or  crippled  he 
was  treated  with  consideration. 

But  what  a  difference  from  this  on  the  great  systems.  It 
was  as  if  a  sailing  master  had  been  transferred  from  a  sail- 
ing ship  to  a  liner,  for  on  the  big  divisions  the  traffic,  in  the 
main,  is  from  one  terminal  to  another,  and  the  crews  simply 
ride  along.  To  make  up  a  train  in  a  yard  was  a  task;  to  run 
a  local  freight  over  a  road  was  a  feat  to  most  of  the  men. 
Energy  and  initiative  were  lacking;  laggards  and  incompe- 
tents cursed  the  life  of  the  yardmasters  and  stifled  the  ener- 
gies of  capable  men.  There  was  little  to  quicken  endeavor, 
less  to  stimulate  individual  initiative,  and  the  prevailing  spirit 
was  carping,  hypocritical  and  arrogant.  These  conditions 
were  due,  first,  to  a  lack  of  deliberate,  painstaking  care  in  the 
selection  of  men,  and  second,  because  there  was  no  method  of 
eliminating  incapable  employees;  consequently,  the  dull, 
apathetic,  ordinary  creature,  devoid  of  concern  for  the  com- 
pany's welfare,  suffered  nothing  for  these  deficiencies.  As  long 
as  he  did  not  wreck  a  train  or  commit  a  heinous  crime  he  could 
keep  step  with  his  fellow-employee,  who  possessed  and  ex- 
ercised all  the  qualities  the  former  lacked. 

Mr.  A.  is  trainmaster  of  the  first  division  and  Mr.  M.  is 
trainmaster  of  the  second  division  on  the  same  system.  Mr. 
M.  does  not  allow  his  trainmen  to  unfavorably  criticize  the  de- 
spatching. His  men  make  reports  of  their  delays,  but  do  not 
assume  to  say  that  the  despatcher  could  have  done  better  had 
he  known  more.  It  has  been  kindly  but  firmly  explained  to  them 
that  they  are  not  competent  judges  of  this  particular  matter. 

Not  long  ago  a  trackage  arrangement  was  made  by  virtue 
of  which  thirty  or  forty  first  division  crews  run  over  the 
second  division  track  for  about  fifty  miles.  This  arrangement 
was  not  more  than  well  started,  when  Mr.  M's  office  began  to 
be  flooded  with  reports  (many  of  them  under  "personal" 
cover)  from  conductors  and  enginemen  of  the  first  division — 
all  on  the  same  subject  and  all  to  the  same  effect,  viz.:  that 
the  despatching  could  not  be  worse  done  if  it  were  undone. 

After  causing  it  to  be  thoroughly  understood  that  second 
division  etiquette  would  be  standard  in  second  division  terri- 
tory, Mr.  M.,  by  means  of  a  little  quiet  investigation,  discov- 
ered that  most  unfriendly  relations  existed  between  Mr.  A. 
and  Mr.  J.,  who  is  chief  despatcher  of  the  first  division.  All 
the  trainmen  and  enginemen  were  well  aware  of  this  feeling 
and  sought  to  gain  favor  with  Mr.  A.  by  furnishing  him  am- 
munition with  which  to  fight  Mr.  J.  At  first  glance  this  might 
seem  like  loyalty  of  his  men  to  Mr.  A.,  but  having  been  allowed 
to  treat  one  kind  of  authority  with  disrespect  they  have  ac- 
quired a  very  general  contempt  for  any  and  all  authority,  and 
Mr.  A.  has  a  division  full  of  insubordination  as  his  reward  for 
not  "playing  the  game." 


54  RAILROAD  AGE  GAZETTE. 


83   Fulton   Street,   New   York. 

The  Railroad  Age  Gazette  is  a  consolidation  of  The 
Railway  Ape  and  the  Railroad  Gazette.  Published  every 
Friday,  with  about  48  reading  pages.  It  is  the  largest 
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than  the  combined  staffs  of  all  other  railroad  papers  in 
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made  for  railroad  officers.  We  have  hundreds  of  letters 
similar  to  the  following: 

The  General  Manager  of  one  of  the  most  important 
systems  in  this  country  writes:  "Not  a  little  of  any 
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up  to  date  all  the  time,  and  I  do  not  know  a  better 
method  of  doing  this  than  by  reading  such  an  able  paper 
as  the  Railroad  Age  Gazette.  In  fact  I  think  so  much 
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read  it  right  along." 

The  General  Manager  of  the  Central  Railroad  of  New 
Jersey  writes  us:  "There  is  matter  in  it  which  is  worth 
dollars  to  the  railroad  company.  This  letter  is  only  to 
let  you  know  that  we  appreciate  good  work  when  we 
see  it." 

The  General  Manager  of  the  Chicago,  Burlington  & 
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your  paper.  Since  I  was  a  fireman  I  have  learned  from 
it  all  I  know  except  what  I  got  from  actual  work." 

The  Railroad  Age  Gazette  has  no  rival.  It  is  so  large 
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in  every  department,  from  the  President  to  the  Foreman, 
for  the  man  who  wants  to  qualify  himself  for  higher 
duty  and  position. 

It  pays  to  read  it.  It  costs  $5.00  a  year  (including 
any  daily  edition)  in  the  United  States  and  Mexico. 
Canadian  subscription  $6.00  a  year.  Single  copies  15 
cents  each.  Specimen  copy  free. 


RAILROAD  AGE  GAZETTE  BOOKS.  55 


SIGNALING. 

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PERFORMANCE  OF  AUTOMATIC  BLOCK  SIGNALS  UNDER 
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LOCOMOTIVES. 

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binding,  627  pages.  Price,  $6'.00. 

LOCOMOTIVE  OPERATION.  By  G.  R.  Henderson,  M.E.; 
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COST  OF  LOCOMOTIVE  OPERATION.  By  George  R.  Hender- 
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THE  CARE  OF  LOCOMOTIVE  BOILERS.  By  Myron  E.  Wells, 
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CARS. 


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RAILROAD    OPERATION. 

HOW  TO  BE  A  FIRST  CLASS  TRAINMASTER.  Three  prize 
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dozen. 

RAILROAD  OPERATIONS.  How  to  know  them  from  a  study  of 
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The  price  of  looks  should  accompany  all  orders. 


56  RAILROAD  AGE  GAZETTE  BOOKS. 


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ELEMENTS  OF  RAILROADING.  By  Charles  Paine.  A  series 
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Hine.  These  "Letters"  contain  so  much  homely  common  sense, 
expressed  in  such  an  unusually  fresh,  vivacious  and  heart-to- 
heart  manner,  that  they  have  attracted  widespread  attention. 
Cloth,  180  pages.  Price,  $1.50. 

RIGHTS  OF  TRAINS  ON  SINGLE  TRACK.  By  H.  W.  Forman. 
Rules  may  change  from  time  to  time,  but  the  principles  set 
forth  in  this  book  will  stand  for  all  time.  It  contains  1,166 
questions  and  answers,  82  examples  of  train  orders,  perfect  9r 
otherwise,  and  innumerable  comments  on  all  manner  of  train 
despatching  problems.  477  pages,  leather,  gilt  edges.  Price,  $2.50. 

TRAIN  WIRE.  By  J.  A.  Anderson,  1891.  A  thorough,  precise 
and  masterly  discussion  of  the  art  of  train  dispatching.  Mr. 
Anderson  wrote  17  years  ago,  but  his  clear  setting  forth  of 
fundamental  principles  has  never  been  surpassed.  Price,  $1.25. 

PERMANENT  WAY. 

DEFORMATIONS  OF  RAILROAD  TRACKS  AND  THE  MEANS 
OF  REMEDYING  THEM.  By  G.  Cuenot,  Chief  Engineer, 
Bridges  and  Highways  (France)  and  attached  to  the  Paris-Lyons- 
Mediterranean  Railroad.  Translated  by  W.  C.  Gushing,  Chief 
Engineer  of  Maintenance  of  Way,  Pennsylvania  Lines  West. 
50  engravings.  Price,  $2.00. 

ROADMASTERS'  ASSISTANT,  1904  edition.  A  practical  manual 
of  reference  for  those  having  to  do  with  the  permanent  way 
of  American  railroads.  Illustrated  with  300  engravings.  Price, 
$1.50. 

SCALES  FOR  TURNOUTS.  By  E.  A.  Gieseler.  Gives  graphically 
the  frog  numbers,  length  of  lead  and  degree  of  curvature  for 
turnouts  from  3°  to  42°  30'.  Stiff  cardboard,  pocket  size.  Price, 
with  full  directions  for  use,  25  cents. 

MISCELLANEOUS. 


S  AND  THEIR  OPERATION.  By  J. 
)t.,  N.  Y.,  N.  H.  &  H.  R.  R.  Fully 
ayout  of  types  of  summit  (or  "hump") 


YARDS   AND  TERMINALS 
A.    Droege,    Division    Supt 

illustrated,  showing  the  layout  of  types  ,  . 

yards,  gravity  yards,  poling  yards  and  tail  end  switching.  Also 
coaling,  sanding,  ash-handling  and  like  apparatus,  and  methods 
of  handling  freight  at  terminals  and  division  points.  Price,  $2.50. 

AMERICAN  RAILWAY  SHOP  SYSTEMS.  By  Walter  G.  Berg, 
Chief  Engineer,  Lehigh  Valley  Railroad.  A  treatise  on  the 
layout  and  construction  of  railroad  shops  with  analytical  study 
and  practical  comments.  108  illustrations  showing  general  lay- 
out, floor  plans,  elevations,  cross  sections  and  interiors.  Price, 
$2.00. 

BIOGRAPHICAL  DIRECTORY  OR  RAILWAY  OFFICIALS  OF 
AMERICA.  Sixth  (1906)  edition.  698  pages.  Personal 
sketches  of  over  5,000  railroad  officers,  including  the  biographies 
of  96  national  and  State  Railway  Commissioners.  Price,  $3.00. 

INTERSTATE  COMMERCE  LAW  WITH  AMENDMENTS  TO 
DECEMBER  1,  1908.  Contains:  The  full  text  of  the  Hepburn 
Bill;  the  Interstate  Commerce  Act  with  the  Hepburn  Bill  amend- 
ments; the  Elkins  Act;  the  Safety  Appliance  Acts;  the  Sherman 
Anti-trust  Act.  Pamphlet.  Price,  25  cents. 

THE  OCEAN  CARRIER.  A  History  and  Analysis  of  the  Service 
and  a  Discussion  of  the  Rates  of  Ocean  Transportation.  By  J. 
Russell  Smith,  Ph.D.  The  reason  why  sailing  ships  are  profit- 
able on  some  routes,  charter  steamers  on  others,  and  mail  boats 
on  others.  A  remarkably  clear  picture  of  the  business  of  ocean 
commerce.  322  pages,  33  pictures  of  characteristic  steamships 
and  5  ocean-route  maps.  Price,  $1.50. 

Address:  The  Railroad  Age  Gazette,  83  Fulton  St.,  New  York. 

The  price  of  books  should  accompany  all  orders. 


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'977 


APR  22  1922 
•  NOV  14 


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